Full operational responsibilities in the Southeast. Cities include: Metro D.C., Charlotte, Raleigh, Atlanta, and Tampa.

• Responsible for new market entry planning, pro-forma financial analysis, site location, and start-up.• Performed a nationwide analysis of markets not currently being serviced, summarized revenue potential, and laid out an overall operational plan that would double revenue.• Metro Detroit Market – Located and opened a satellite location to increase revenue opportunity in the market. After operational turned over to the Midwest Region to operate going forward.• Metro New York City Market – Located a new facility and assisted in the move and set up of the Distribution Center.• Metro Boston Market – Located and set up a brand-new facility including all equipment, supplies, and furniture needs. Assisted in the hiring and training of new Team Members for the Distribution Center. Started up the operation and transitioned to local management.• Property Management – Responsible for all aspects of property management including location of facilities and lease negotiations.• Logistical Improvement – Performed a review of areas of service including organizing the areas and created determined delivery fees for outlying areas.• Delivery Accuracy Tracking – Developed a new process for tracking accuracy and error rates for delivery activity and report to sales and operations on areas of improvement.• Standard Operating Procedures - Responsible for creating or updating SOPs and providing implementation and training on the SOPs.

• Ability to obtain, manage, and grow small to large national accounts. This includes the growth of one account by 6x between 2008 and 2014.• Improved asset utilization significantly over the most recent 5 years.• Improved EBIT by 34% in fiscal 2010 by growing revenue, implementing efficiencies, and judiciously cutting costs.• Improved operations through identification of inefficiencies and applying a team approach to creating and implementing improvements.• Lowered employee related expenses by converting a primarily full-time workforce to a more balanced workforce of both full- and part-time employees. This allowed for flexing of hours based on needs to fulfill increases and decreases in demand due to seasonality.• Converted an us/them relationship between Operations and Sales to a we relationship through team building and implementing procedures to improve communication.• Completely reorganized the workflow within the distribution center to minimize the need to move furniture unnecessarily.• Managed the build-out of the new Chicago Showroom location.

• Implemented the first ever budgeting process at the regional level. • Defined and implemented a methodology for reporting sales and profitability at a customer type level. This allowed for better understanding of which customer types were most profitable.• Created, defined, calculated and implemented the use of monthly reporting of key performance indicators which are used extensively by senior managers for critical decision making.• Led the process for annual price adjustments for all major customers.• Developed new “Management” P&L statements that aligned the reporting with the operations and management of the various operating units. Also assisted in the implementation of the system.• Assigned the responsibility of interim General Manager for the Midwest Region ($12M Revenue). Managed sales and operational employees and successfully implement improvements in operations during difficult economic times.

• Daily/Weekly activities included financial analysis and operating unit support including analysis of revenue and operating results; daily cash monitoring, forecasting and borrowing base calculations; preparation of monthly reporting package and reporting of daily and weekly revenue.• Developed financial projections for business units and corporate parent; prepared extensive financial information in connection with raising financing from third-party lenders and investors.• Integral team member involved in the sale/wind-down of Archibald and the sale of Laura Secord.• Team member in the analysis of Sweet Factory Retail Shop Profitability and Chapter 11 workout.• Worked with attorneys and bankers on a reorganization plan for Archibald Candy Corp. To convert $170 million of public bonds to equity. Created the first 5-year plan that was built by business division with long-range growth assumptions.

Integral team member responsible for leading this start-up company through the entire business planning cycle and refining the business planning cycle and refining the business model and raising capital. Assumed responsibility for accounts payable, cash forecasting, and other accounting activities in February 2001.• Integral team member in the group that secured commitment for $42 million in the second round of financing during troubled market conditions.• Presented the long-range financial model and network infrastructure capital plan to venture capital firms.• Interacted with team members from Engineering, Marketing, Product Development and Sales to determine key drivers for use in creation of the long-range model. Prepared various forms of analysis including return on customer return on invested network capital, breakeven, and bandwidth usage.• Prepared a top-down financial operating budget and presented this budget to senior management and the board for approval

• Managed the budgeting process. Implemented SKU level budgeting and created new forecasting models, which simplified the process while providing additional needed information. Utilized Hyperion Enterprise to consolidate the budget.• Team member in the implementation of Essbase by Hyperion as a sales analysis tool. Implemented a methodology for performing price, volume, mix and cost analysis on monthly sales.• Created NPV and IRR analysis for capital expenditures. Supported Marketing by performing new product analysis. Worked with Corporate planning on the use of SVA as a management analysis tool.