I was recruited to this role to lead the development, execution, and continuous improvement of strategies spanning category management, site merchandising, vendor relationship building and management, margin growth, operational efficiency, and other key areas. In this capacity, I directly collaborate with the company’s CEO and CMO to define, set, implement, communicate, and analyze margin and category growth efforts. I also play a critical role in driving P&L improvement by leading numerous concurrent and strategic business initiatives. Selected highlights and deliverables include: • Enabled +111% YoY top-line growth during tenure thus far by expertly guiding P&L functions, negotiating directly with top brands to develop joint business plans, conceptualizing strategies to increase margins and enhance shopper experiences, and defining methodologies for improving supply chain efficiencies, among other key mutual efforts.• Successfully negotiated better costs and margins with top brands and additional lower tiered brands.• Played an integral role in transitioning company assortment operations at the onset of COVID-19 without negative impact to sales growth by cutting only unproductive and low margin items.

I aided the company in growing its footprint and competitiveness in the consumer products space while also developing, training, and mentoring a talented sales force in shepherding 90% YoY growth. Managed P&L efforts. In this capacity, I actively negotiated distributor and retailer partnership by creating targeted joint strategic business plans. I also directed the acquisition of new lines of business while providing subject matter expertise to retail customer transition planning, promotional investment, partnership and stakeholder development, and other strategic efforts. Throughout my tenure, I was recognized for enabling the company to deliver seamless retailer experiences, thereby enhancing promotional investment support and other key opportunity areas.

I owned the P&L, managed cross-functional relationships and partnerships to deliver on shared customer experience goals, and continually enhanced efficiency. Throughout my tenure, I enabled growth, boosted efficiency, and identified transformation efforts. As Senior Manager in San Francisco, I led and mentored a talented 10-member team, developed and grew relationships with top manufacturers, internal leaders, and cross-functional teams, and delivered category growth via assortment expansion and optimization and other key efforts.

In this role, I developed and owned the Mars Petcare go-to-market category strategy across a $523M+ annual dog portfolio and multiple competitive channels. I also delivered +4% growth while concurrently implementing a best in class sales toolkit and supportive strategy.

Healthcare, Personal Care, and Sexual Well-BeingDeveloped and maintained collaborative relationships with buyers, merchandisers, and replenishment teams in order to sustainably manage a $31 MM business across multiple customers, brands, and categories. - Generated 2015’s largest Mucinex net revenue growth (+$6 MM NR) in the US market. - Responsible for strategic planning, external and internal partnership, inventory/supply management, and full P&L management and forecasting for multiple categories at two key accounts (DG and FD). - Oversaw development and activation of first ever multi-vendor “Cough & Cold Tower” healthcare display at DG (+$4 MM incremental sales) via cross-functional collaboration with RB teams (Trade Marketing, Custom Manufacturing, and Brand), buyer/merchandiser, other national branded healthcare vendors, and third party display manufacturing partners.- Executed first ever secondary off shelf Mucinex display at DG (+$1.1 MM incremental sales) by advocating creation of a new display vehicle focused on pack sizes developed specifically for the “Dollar” class of trade. - Achieved 100% distribution (30% previously) of KY at DG stores (+$240 K incremental sales).- Managed the activation of brand new Mucinex line up at FD (+$1 MM incremental sales) that is the result of a strategic development plan with the customer to create unique pack sizes (“Right size for the right price!”) for their shopper.- Collaborated with FD buyer to develop and execute first ever Mucinex off shelf display presence in store (Potential +$800 K incremental sales). - Championed the development of first ever “Dollar” class of trade specific young skincare (Clearasil) display by partnering with customers and an internal cross-functional team.

Summary: Collaborated with the National Sales Director of the Grocery channel to develop and build promotion ROI review tool for the national broker business to analyze trade investment, ROI, and create best practices for investment and divestment strategies. • Analyzed market and categories to present insights to National Sales Director, Team Leaders, and Key Account Managers in order to drive in-market activation and ensure follow-up/tracking of national 4Ps strategies and initiatives.• Recognized opportunities for the National Sales Director to implement strategies and solutions that increased trade spend efficiencies, maximized ROI, grew category share, and mitigated risks of cannibalization of sales. • Provided national brand and category insights in order to maximize value from business and customer line reviews.• Recommended custom national strategies for grocery channel specific customers by collaborating closely with Trade Marketing teams.• Examined competitive activity and promotional plans in order to recommend any defensive strategies for our categories.

Summary: Led the creation of new processes and reporting to track, understand, reduce, forecast, and plan for the costs of the company’s third party sales brokers as aligned with the overall company’s financial plan and budget.• Managed commercial finance costs account for the company’s third party sales brokers by creating a monthly report to forecast spending by customer. • Analyzed the trade investment accounts by customer and brand, isolated current activities, YTD trends, potential risks, and upsides to published expectations.• Performed all elements of the monthly close processes for North American trade spend. • Reported and analyzed trade spend accrual and reconciled balance sheet accounts.• Partnered with Channel Finance Managers to deliver financial planning, forecasting, and monthly outlooks.

Summary: Created a new debit reconciliation process by partnering cross functionally with the Sales and Credit/AR teams. Reduced Days Sales Outstanding (DSO) from 90 days or more to 30 days or less. • Created and implemented a new process for analyzing and resolving promotion-related deductions as part of the corporate management’s initiative for process improvement to reduce the company’s debit balance amount. • Interfaced with the Director of Credit and the Sales organization to ensure that the new process for resolving promotion-related deductions met all audit requirements.