* As 3rd shift safety captain, in first 11 months helped deliver a YE incident rate of 4.43 Vs plan of <4.56 Vs previous year rate of 5.78.* I utilized tools such as TAKT, Kronos & internal Cheshire reports to manage 2 supervisors to coach up, or coach out underperforming colleagues with low reliability/productivity scores.* In first 11 months raised colleagues average Units Per Hour (UPH): - Sunday from 35.25% to 42.20% (+6.95%, +2,780 units per shift) - Monday from 36.56% to 40.57% (+4.01%, +1,604 units per shift) - Tuesday from 38.35% to 41.27% (+3.02%, +1,208 units per shift) - Wednesday from 34.61% to 41.96% (+7.35%, +2,940 units Per shift)*During Peak 2023, had team performing at highest average UPH for the year: - Sunday 44.12%, +8.87% (+3,548 units per shift) - Monday 42.09%, +5.53% (+2,212 units per shift) - Tuesday 42.34%, +4.09% (+1,636 units per shift) - Wednesday 43.13%, +8.52% (+3,408 units per shift)* YTD Through February 26th 2024, raised average UPH from 35 to 52.2.* On our semi-annual colleague culture pulse survey, my stock team had highest participation rate of 94% & 99% overall satisfaction score which is a record for our facility.* During annual talent assessment I was graded as a "high potential" with approval for Director level role as a result of the strategic way I galvanize teams, and positively influence my piers and teammates.

Area Manger II on the UTR team responsible for Sort and Pick & Stage shifts managing 150+ Associates in New England's largest Delivery Station. Warehouse is 114,576 square feet with 10 dock doors. Mechanical capacity is 111,667 packages per day and in Peak 2022 we hit building/regional record of 98,000 packages. I utilize Smart Stow, Stow by Light, Pick by Light technologies as well as 4 ASL machines to meet our customer promise on a daily basis. * Served as site Safety Captain & Covid-19 Champion to create culture of safety for all employees.* Served as Learning Department Champion assisting Learning Coordinator with site Ambassador selection and training, onboarding of new Associates and weekly updates to sites critical roles portal to continually build our bench.* Aligned with site leaders (L6's) to manage the Sort and Pick & Stage shifts. Exceeded Timely Stage & SSP Picklist Adoption % metrics on a daily basis.* Exceeded Pick & Stage shift productivity rates by coaching, engaging & inspiring 150+ Associates on a daily basis.* Developed building reset strategy to ensure site is reset on a daily basis providing a smooth handoff to our OTR team setting them up for success on their shift.* Served as site mentor for newly hired Area Managers.* Ultimate Team Player with unquestionable integrity.

Worked closely and collaboratively with 15 Business Development Agents (BDA’s) to strategically grow profitable guest traffic, Franchise Owner profitability and SMART restaurant development in 2,638 East Region restaurants.• Completed 23 Franchise Owner training course pre-requisites focusing on Customer Service, Food Safety, Operations, etc...• Evaluated and coached BDA’s to ensure territories were profitable and adhering to brand standards: outperformed national Gross Profit index of 103 with 113 Gross Profit Index despite -4% traffic trend.• Via sales analysis, uncovered potential $28M C-Store revenue loss & presented findings/solutions to Senior Leaders. • All BDA’s exceeded “Voice of Guest” Net Promoter Score goal of 70% & goal of 15 guest surveys per month.• Assigned to multiple task forces to help mitigate restaurant closures, addressed operational deficiencies on a restaurant by restaurant basis with BDA's.

Daily responsibilities included managing 9 direct reports, 85 indirect reports and 1 merchandiser. Persuaded and influenced complex group of 33 independent distributors selling Pepsico, Schweppes and Evian portfolios. Responsible for building relationships with key retail accounts in Brooklyn/Queens, NY.• Managed 6M case branch, $67M in revenue and increased nets by .26 per case which led PCNY. • In first year managing branch took margin contribution per case from worst to first.• Successfully overcame 275K case loss and $1.3MM in margin contribution loss, delivered 109% to budget.• Developed annual business plans which were utilized by Sr. Management in all 5 branches.• Made strategic decisions to rebuild under performing team and improve distributor relationships.• Consulted with VP of Sales and Legal Council to pilot process which reviewed under performing distributor market execution, utilized clause in distributor contract to terminate under performing distributors.• Delivered lowest warehouse shrink/break 3 years in a row.• Team placed most coolers and racks and built most displays in volume driving accounts 3 years in a row. • Team annually reset over 300 C&G/Drug Stores and 200 Grocery Stores with margin driving packages.

Consulted on classroom training program content and enhancements as well as new student recruiting process utilizing social media to drive enrollment.

Dr. Energy Saver of CT is the areas leading Home Comfort and Energy Conservation Contractor. My job as a Certified Energy Consultant was to thoroughly diagnose where homes use and lose energy and waste money. I provided homeowners with a significant rate of return on their home improvement investment, reducing energy costs, while helping them live comfortably and efficiently.

New business development via cold calling and power point presentations.

The CMP Approach to Recruiting: Empathy drives our approach to recruiting in terms of understanding both our client's and our candidates "wants" and "needs". This approach allowed for me to fully understand my client's culture, goals, compensation package and the skill sets required for each search. This approach also allowed for me to get to know my candidates as well, in terms of their current skill set, their ambitions, desired geographical location and compensation needs. As a consultant, I was uniquely positioned to execute this approach and provide best in class Recruiting Solutions.Comprehensive Coverage of Multiple Functions1. Key Account Management2. Category Management3. Field Sales / Distributor Management4. Marketing / Field Marketing5. Executive Levels

Sales Director position managing 5 direct reports responsible for sales, pricing, forecasting, local marketing, and distributor management across three diverse franchise law states in CT, MA & RI. Responsible for delivering annual goal of 995K cases and 49.3MM in gross revenue, $11MM in gross profit. Drove all business planning and sales efforts to grow extensive wine portfolio of brands including Beringer, Stags' Leap, Penfolds, Lindemans, Matua, and Chateau St. Jean. Managed 10 distributors to execute brand plans in Off and On-Premise channels of trade.• Initiated and maintained consistent contact with wholesaler principals and senior management to gain “Fare Share” of focus and attention for portfolio consisting of 49 brand families.• Developed off premise key account program & maintained consistent contact with key account buyers to help drive distribution +24% and sales +8%.• Accountable for forecasting of depletions, shipments, budget management and quarterly business reviews.• Directed, coached and managed the growth and performance of five managers. Responsibilities included hiring, training and personal development. • Changed alignment of my regional team with local wholesaler networks in Massachusetts and Rhode Island. Created trust and confidence with Sr. Leadership teams and key accounts slowing negative growth trends by 9% despite $475K budget decrease.

Leading importer and marketer of luxury wines and spirits in the U.S. $1.2 billion portfolio includes Dom Perignon, Krug, Veuve Clicquot, Ruinart, Grand Marnier, Glenmorangie and Belvedere.Head of marketing and strategy, drove the strategic development of the National Accounts On-Premise team by chairing and managing key strategic projects, writing and managing annual brand plans and developing account specific marketing programs for key On-Premise partners. • Led the trade marketing and brand projects for the team. Collaborating with Brand Teams, wrote and managed the annual brand plans, managed the budget shifts, quarterly business reviews and revisions to all National On-Premise plans. Collaborated with Brand / Merchandising Teams and outside agency partners and drove development of tools and programs, both strategic and tactical to execute each brand plan. • Collaborated with National Accounts On-Premise Managers (6) to develop account specific marketing programs. (+4% volume, incremental 13,256 CE’s).• Managed relationship between MHUSA and promotion marketing agency of record (SEG). Completed an agency review via an internal and external survey which led to 3 year extension, stronger field relationships and better execution of national promotional programs, Managed $9 million budget and 2 direct reports.• Drove our distributor Trade Development Program from a marketing standpoint and was point person nationally regarding the development of marketing tools and strategies. (+13.1% volume, incremental 27,669 CE’s).• Led the development, content, training and roll out of MHUSA’s national computer based portfolio selling tool.

HEINEKEN USA, INC. White Plains, NY 1996 – 2009 The premiere beer importer in the USA, Heineken USA is a subsidiary of Heineken N.V. (Netherlands), the world’s most international brewer. Total USA portfolio case volume of 125,498,322.Developed and implemented “best in class” quality assurance and presentation practices for sales organization, distributor network, and On-Premise retail partners. Designed and launched national draught strategy, training programs and tools. Elevated “quality” draught experience for consumers/retailers. Influenced 55 indirect reports. • Pioneered portfolio based national draught beer pricing strategy to add incremental profits to 3 tier system. Project approved by senior leadership team as 1 of 4 core strategic business initiatives in 2010. • Successfully designed and launched Heineken Light, Heineken Extra Cold, Heineken Lager and New Castle Brown Ale draught projects. Brought younger consumers into the franchise by giving them a differentiating and engaging quality driven draught experience. Drove incremental distribution, sales and profits through 3 tier system. Extra Cold project delivered 466% volume increase over 2 year test. Heineken Light pilot in 4 test cities increased On-Premise draught consumption 14% and brand consumed most often at home by 20%.• Designed and implemented distributor/account level “quality” enhancement training programs. Provided sales teams with knowledge and confidence to sell draught portfolio to drive incremental sales and profits.• Led content development and implementation of portfolio based visibility standards to drive impulse sales. Reviewed every piece of point of sale for entire portfolio in collaboration with merchandising and brand teams resulting in $3MM savings in warehouse costs and POS fees by eliminating “one offs” and streamlining items offered.

Promoted to new organizational role with national scope reporting to the Vice President of Sales Strategy and Channel Activation. As part of a five member management team set strategic direction for the company from a sales and channel marketing perspective. Managed a $12.5 million budget, 1 direct report, 1 intern, 79 indirect reports, program content development and implementation of multiple projects adding value to the three tier system. • Integrated new department into corporate and regional sales, marketing and finance departments to add credibility.• Consulted with Heineken N.V. Beer Systems and Micro Matic to leverage innovation and best practices relating to draught beer dispense. Improved head retention, retailer profits, and quality of pour from keg to glass.• Completed in depth analysis of multiple USA equipment companies’ draught and training capabilities and established dealer installer network. Led to one national partner and 15% discount on all equipment purchased.• Collaborated with brand and POS teams to develop a range of added value support tools including glassware, tap handles, sell sheets, training decks, pouring ritual and modular approach to bartender and waitstaff advocacy programs to drive impulse sales.• Designed trade show booth and brought to life strategic portfolio initiatives and exposed them to national, regional and independent On-Premise partners. In collaboration with HUSA’s National Accounts team gained thousands of placements for our draught portfolio, DraughtKegs and Krups BeerTender systems.• Trained QVC on air personalities to sell one thousand Krups BeerTender systems over Father’s Day weekend which led to the sale of thousands of DraughtKegs nationally.• Designed and implemented Impact Account program to focus resources and time in accounts that delivered greatest ROI. Achieved 32% distribution and 18.5% portfolio volume increases over 2 year period.

Managed team of 8 in the General, Hispanic and African American markets in the On and Off-Premise channels of trade. Developed a three-year business plan for GA, AL, NC, SC including volume and profit objectives, channel strategies and strategic business initiatives to drive targeted volume and distribution. • Developed beer based cocktail program for Mexican portfolio of brands.• Assembled and led project team that developed On-Premise training materials for pre-shift meetings which utilized bartenders and waitstaff as a marketing tool for the launch of Heineken Premium Light Lager. Developed training materials in English and empowered Spanish speaking team members to translate materials into Spanish. Trained entire sales organization and assisted with distributor network. Materials were used nationally and helped the HPL brand grow to the number 6 import in 10 months. • Directed and coached team to hit volume, distribution and strategic business initiatives. Managed Off-Premise regional headquarter calls focusing on new business development and category management for Publix, Kroger, Sam’s Club, Race Trak and BJ’s Wholesale Club.• Effectively used fact-based sales presentations to build business with all regional On-Premise headquarter calls in accounts such as Hooters, Turner Field, Philips Arena, Georgia Dome, Levy Restaurants, and Concessions International.• Developed distributor plans that integrated newly acquired Mexican portfolio into HUSA portfolio of brands. Attained year one volume increase of 24% on Dos Equis Lager.• Served 2-year term on Internal Sales Council, brought about positive culture change, improved employee morale.

Successfully managed a broad territory encompassing multiple On-Premise National Account chain sectors including: fine/casual dining, concessions and airlines. Secured, nurtured and maintained buyer relationships.• Recognized in On-Premise National Accounts for creativity in sales growth, development of sales promotions and trade marketing programs. 17.4% depletion growth over 4 year period via fact based sales presentations.• Effectively utilized resources and drove distribution for Heineken and Amstel Light cans in the airline segment. Gained national distribution on the following airlines: American, Continental, Delta, Southwest, U.S. Airways, United, Skywest, American Eagle, Continental Express, Alaska, Air Tran, Atlantic Southeast, Comair, Pro-Air and Frontier Airlines. • Secured initial Heineken and Amstel Light draught distribution in: Bennigan’s, Buffalo Wild Wings, Chili’s, Hooters and T.G.I. Friday’s. Drove incremental profits, volume and brand image on a national basis.• Managed multiple outside agency partners who completed all projects within budget and deadlines.• Recruited high performing competitors to Heineken USA to build the strength of our team.• Trained new team members and created succession planning process to identify future team members.