Reports to the SVP of Operations: Driving creative operational efficiencies to increase our end-service to the customer and decrease our inventory footprint• Primary headcount responsible for inventory planning, demand forecasting, and strategic project management for $330M of on hand inventory• Built supplemental replenishment model for slow-moving items that prioritizes stocking position via expected order size (197 bps impact to fill rate)• Developed comprehensive lead time management procedure that reduced system lead time demand $7M• Optimized rationalization process through DRP discontinuation at vendor order points (kept active in ERP to minimize obsolescence)• Established Distribution Center inventory saturation points based on sku mix and demand (bulk focus), warehouse profiling, inbound (balance inventory), and expected seasonality• Created a “control tower” that manages all critical throughputs for largest DCs on a daily basis• Warehouse capacity initiatives: SOP for prioritization of inbound receipts, identifying zero locations, rationalization, dependent demand re-routing, “leaning out” import volume

Reported to the VP of Financial Planning & Analysis, Sales Operations, and Pricing Strategy• Underwrote ‘100 Day Plan’ with the President to drive sales growth and operational efficiencies• Reported initiative performance to senior management and sponsors• Developed the first integrated platform for customer rebates across all 17 brands ($18M expense)• Advised on customer profitability with regards to total cost of fulfillment• Tracked company headcount, growth, with particular focus on sales churn management• Supported the integration of $250M brand sales compensation plan• Ad hoc projects: Sales compensation, sku management, freight impact & opex efficiencies, private label sales summary, sales scorecard development

Reported to the Director of Special Orders in order to drive profitable buyer purchasing logic within a $100M section of Interline’s business• Developed transparency into failed conversions amongst top vendors ($75m in failed bids 2012)• Strategic bid integration• Assisted in developing Special Orders as a vehicle for new customer acquisition