• Serve as primary director for Quaker and partner to customer for Walmart business, collaborating cross-functionally to achieve deliverables.• Build and establish joint business plan with customer in Q4 2020, drawing from extensive product training to deliver short and long-term growth for Quaker and category through execution and partnership.• Leverage historical data to validate active strategy and calibrate priorities accordingly.• Identify key opportunities to guide sales, recommendations, joint initiatives, and internal priorities, subsequently strategizing financial goals uniquely tailored to client and business needs.

• Developed and implemented 4 recruitment, retention, and corrective action strategies, sourcing talent from within and outside the organization for key contributing roles to ultimately lead a team of 238 sales associates through 17 direct reports. Additionally, managed team dynamics through latest compensation structures throughout tenure.• Principally conducted monthly meetings and facilitated weekly calls and bi-weekly individual sessions, driving execution for sales growth, innovative distribution, and share gains from 2017 to 2020.• Assessed current engineering and streamline route structures with latest solutions, collaborating with 10 Key Account Managers to achieve 2.9%+ targets.• Optimized portfolio to ensure chain and non-chain customers were profitably nurtured, exceeding Unsaleables Plan at 97.4%, Service at 99.1% SAS, and Precision Ordering of 96.2% usage. Moreover, surpassed YTD Ticket Sales Plan by achieving 105.5% in FY 2020.

• Chiefly managed schematics, validated XPC and updated Box to ensure clarity for Blueprint geographies between 2015 and 2017.• Responsible for exceeding target, growing share, developing team, and partnering with RBT. Created, communicated, and implemented 3 Region-level tactics to increase Walmart sales, transforming the RBT view of Walmart account team and exceeding 2015 Walmart Ticket Plan at 100.6%.• Recognized importance of embracing dynamic of employee transitioning from RSM to MSM, forging long-lasting, quality relationships throughout all efforts.• Managed X impromptu MSM promotions and efficiently onboarded backfill, eventually generating revenue growth of 7.8%+ in FY 2016.• Deftly balanced internal and external communication for all Walmart businesses within region, exceeding 2016 Walmart Net Sales Plan at 101.4%.• Consistently set standards by drawing from core staffing practices to become accountable for Customer DVP (1), RVP (2), and Market Call wiring in 34 markets through 2 MSMs, developing fact-based and sustainable connections with DVP/RVP partners, creating strong ties within the community.• Executed regular buyer calls, identifying customer needs and priorities and creating fact-based selling presentations, exceeding 2016 Sam’s Club Net Sales Plan at 101.5%.

• Entrusted with delivering performance to plan and share across 14 markets/2 zones throughout 2014 and 2015, exceeding 2014 Ticket Sales Plan by 104.6% LY.• Proactively led internal/external communication between Market Managers, Zone Directors, and their teams, transforming 5 autonomist leaders into endorsers and mandators.• Identified 3 demand and deficiency trends for long-term planning, presenting Region-specific strategy to RBT: P12 in 2014 and P6 in 2015.• Fostered relationships in formal/informal settings, one-on-one and in groups, increasing service execution by 4% in Q1 2015.• Efficiently resolved various customer issues daily/weekly/monthly with mutually beneficial solutions, eventually serving on National D82 Immediate Consumption Team in 2014.

• Demonstrated proficiency in Over and Short management, creating control process for Unsaleable performance at 96.5% PY and yielding $58M BTP.• Chiefly managed new hire onboarding process to ensure no capability voids, achieving representation targets of 4 diverse promotions and 5 diverse hires in 2013.• Took initiative to execute P13 engineering modification to P4’s Super GTM solution in addition to leading labor, sales settlement, retention, efficiency, and safety year-round, achieving Expense Plan of 99.7% in 2013 which had not been achieved since 2005.• Tasked with managing people coverage, efficiency, and expenses year-round, led on-boarding process to stabilize retention efforts from 0 New Hire turns YTD to 1 FTM voluntary turn in 2011. Moreover, achieved female and POC representation targets through Q4 strategy in 2012.• Collaborated with colleague to co-develop high tenured Self-Nomination aspirant to SDL capacity, identifying high potential for Self-Nomination opportunity in 2011.• Upon demonstrating core competencies, was entrusted to manage $15.6M P&L budget with 5% contingency expectations, ensuring maximization of budget expenditure.• Proactively lobbied for additional headcount to launch P5 Super-structure GTM solution, generating $20.2M in revenue in Q1 2012.

• As a graduate having entered the workforce, drew from interrelated skillsets garnered from varied earlier experiences to manage 33 accounts across supermarkets, mass merchandise, and club channels, garnering $9.9M in revenue in FY 2009.• Wired with key customers such as Walmart, Publix, Sweetbay, Albertsons, and Winn-Dixie, forging key business relationships from 2008.• Utilized marketing and business administration experience to serve as Region Subject Method Expert for the Share Growth initiative, administering sales growth, invoice balancing, and development of 14 Route Sales Representatives to lead the region planks by ranking #1 in Service with a score of 99.9% and #5 in Share Growth in 2011.