Directed End-to-End Total Quality Management efforts for Domestic Replenishment to clarify for the Leadership Team the value in improving Quality, Lead Time and Service for key domestic vendors in service of scaling to enterprise businesses.• Coordinated Go-and-See events with the COO, EVP GSCL and senior supply chain leaders to enroll leadership in the End-to-End problems first-hand and prioritize resources; presented findings to the CEO and Leadership team• Led a cross-functional team to implement Operational Excellence for select businesses through re-engineering processes, leveraging Continuous Improvement tools (i.e. Visual Management Rooms, 8-Step Problem Solving methodologies, Value Stream Maps, etc.) to drive 5 days of Lead Time out of processes (30% reduction) and improve quality from Purchase Order (PO) to Put Away in a distribution CenterIn partnership with the CFO and Senior Planning Leaders, drove Continuous Improvement and Visual Management application for a Merchandising Forecast Project to improve class-channel forecast improvements in service of sales, profitability and market share growth across the enterprise.• Led deep-dive process activities for pilot divisions to uncover the root causes at the right level of detail, leveraging tools such as statistical analysis, SIPOC, Value-Stream-Maps, Fishbone Diagrams, etc.• Provided on-the-job training and coaching to team members to prioritize work and help them develop their own problem solving skills.Global Supply Chain & Logistics and Supply Chain Finance teams to save $88M in transportation expenses on a goal of $72M throughout fiscal 2017.• Developed an operating plan framework that directly linked process changes to financial performance, and collaborated with Data Analytics and Business Intelligence teams to create visibility to process changes and automated processes

Led multiple Supply Chain Transformation product teams to enable future state end-to-end supply chain initiatives. Created Agile-based visions for the Supply Chain Transformation Out-of-Stock Action Team, Logical Flows, and Inbound & Outbound Continuous Improvement teams, resulting in clearly detailed and defined epics, user stories, release plans and product backlogs.• Led ceremonies, prioritized product backlog items and communicated to stakeholders and customers of the work.• Coached and mentored development team members, including developing content for and training Lean Six Sigma and Statistics concepts to the broader transformation team.• Led software development for inventory positioning root causes analysis, including user interface development.• Coordinated content and development for numerous supply chain narratives, focusing on problem statement identification and solutions.• Prioritized cycle time reduction efforts for distribution centers for both Inbound and Outbound processes, including facilitating continuous improvement and Lean Six Sigma methodologies.• Certified as an Agile ScrumMaster and received specific Product Owner training.

Identified Reverse Logistics process improvements and developed standardized procedures to better track and analyze operational data (labor, return and recovery rates, inventory positions, etc.) to reduce costs and increase value to materially reduce the $400M in expenses related to repairs, replacements, and damages. Created a TV Standards Strategy to influence the industry and significantly reduce damage through strategic vendor collaboration.• Documented and defined current processes across cross-functional teams (i.e. Retail, Logistics, Services, Merchants, Demand Planning, etc.) and built new processes.• Developed a new Best Buy TV Damage team vision, mission, and set of core capabilities, including new KPI’s and SLA targets, for key Reverse Logistics processes. • Leveraged new IT capabilities and system enhancements to integrate end to end business processes.

Managed a 4-person team of Six Sigma Project Leads to drive company-wide process improvement initiatives for Merchandise Planning. Identified and prioritized key inventory opportunities across all business types at Target; organized work plans and communicated updates to senior leaders.• Oversaw 20+ projects resulting in over $400M in sales improvements driven by optimizing inventory positions.• As Project Manager led a cross-functional team of up to 15-team members to organize 60+ best practices and update 1,000+ documents for business analysts, allowing for superior execution in a constantly changing retail business environment.• Improved profitability by $18M in the perishables departments by leading a cross-functional project that identified system, organization, and process improvement opportunities and collaborated with leaders on executing recommendations.• Identified and quantified economic benefits to improving inventory visibility across the supply chain, which led to implementing tests to roll out Radio Frequency Identification (RFID) across all stores for 30 departments.• Led a business unit collaboration initiative across all of Merchandise Planning that included online content and training materials which focused on clearly communicating key behaviors that improve business unit performance.

Developed a cross-functional fresh grocery set strategy for 700+ store remodels spanning across all food distribution nodes within the domestic network, served as Project Manager for Distribution on the fresh grocery remodel strategy team, and managed one direct report.• Achieved initial set deliveries above 97% on a goal of 95%, an improvement of 24% over prior performance, by building a credible reputation with field partners, improving tracking metrics and incorporating field feedback.• Facilitated a cross-functional issue framing and brainstorming session to identify and address challenges and clearly communicated action plans to senior leaders.• Designed innovative logistics strategies by leveraging third-party logistics and wholesale partners to set and replenish fresh grocery for restricted site stores.• Improved senior store leader freshness feedback by partnering with field and corporate leaders to optimize fresh food deliveries during key seasonal times.

Managed department execution of product distribution and inventory control requirements to produce planned financial results. Coached and developed a 4-person team of business analysts responsible for $700M in annual sales, $200M in annual contribution and $200M in annual inventory.• Led team to deliver superior execution for all key business metrics, including beating sales plan (+$8.6M), contribution plan (+$12.5M), and turnover plan (+0.23bps) by strategically prioritizing key sales driving categories, collaborating with merchant and category management partners, and focusing on top item inventory improving strategies.• As the Entertainment Division Manager Captain, led the cross-functional team to deliver a perfect score on the Fall Transition scorecard by clearly communicating expectations and holding team members accountable.

Led Six Sigma Green Belt projects for Merchandise Planning Operations. Completed Six Sigma Foundations Training and successfully passed the Green Belt Knowledge Mastery Exam. Facilitated issue framing and brainstorming events for multiple teams.• Improved supply chain efficiency by developing and implementing an ad replenishment strategy for large bulk product during key promotional events that more effectively moved and allocated product throughout the entire supply chain. Reduced store workload by 90% on a goal of 50% and saved over $300K (46% improvement) in supply chain expense.• Created unique data collection plan that provided new insights into prioritized space designations within the store, and through collaboration with core teams convinced vendors to change processes to save time at the stores.

Drove department inventory optimization initiatives and collaborated with buyers on space-to-sales planning, productivity and ROI. Led multiple team and division captainships and mentored peer analysts.• Analyzed SKU productivity in select categories to measure and optimize the impact of additional inventory to incremental sales, which reduced seasonal assortment SKU’s by 40% and $2M in average inventory while achieving plan sales task.• Increased sales by 12% by developing a best practice high volume replenishment strategy for prioritized categories.

Utilized state-of-the-art systems to formulate in-depth inventory forecasts, manage and allocate inventory, and perform data analysis. • Transitioned replenishment model from vendor supplied to internally ordered, driving improved control, allocation, and efficiency of inventory that improved profitability across all teams while holding vendors accountable.• Delivered key in-stock metrics above goal (+92bps) by executing chase contingencies in overselling markets.

Specialized in both new and used technology solution sales, as well as 3rd party maintenance offerings for IBM, Dell, HP, and Microsoft platforms.