Final Role: Head of Mattress Business Unit-Developed strategy and merchandising direction as GMM and P&L owner of the $400M Mattress business unit-Accountable for promotional offers and messaging through direct and indirect marketing vehicles including print (circular, free standing insert, direct mail, billboard), video (TV, online video), in-store (signs, banners) and digital (vertical design, paid search, affiliate marketing) -Directed assortment selection process through analysis of item productivity, vendor cost and trade allowance negotiation to achieve sales volume and gross margin objectives-Developed high-end, “premium” mattress strategy through training and re-engineering store associate commission structure, leading to 8% increase in Average Unit Selling Price (AUSP), +220 bps increase in selling margin rate and commission expense savings-Led initiative to reduce delivery time of premium mattresses from 7-10 days to 2 days through stocking inventory in distribution center network-Established and enhanced effective vendor relationships and strengthened overall market relationships and industry / category knowledge via managing a team of seven (7) merchandising and operations professionalsPrevious Roles:DMM - Mattresses / Big Ticket Furniture

Roles held:Senior Finance Director - Gross Margin ManagementSenior Finance Director - Home Fashions / Household Goods / Mattresses / Big Ticket FurnitureCFO / Finance Director - Fine JewelryResponsibilities:-Improved financial performance and control through design and creation of a suite of company-wide profitability tools, including promotional offer effectiveness, item-level profitability and vendor P&L-Developed master scorecard for company-wide Margin Management initiatives to measure progress and partnered with individual business units to identify further opportunity-Provided financial guidance and support through partnership with Merchant, Inventory Management and Marketing teams-Led the annual, monthly and weekly planning/forecasting processes for the $2B Home Fashions / Housewares Business Unit (2012 – 2014) and $500M Jewelry Business Unit (2009 – 2012)-Managed a team of six (6) finance professionals that delivered and communicated variance reporting and risk/opportunity identification through analysis of daily sales, margin rate components and expense accounts using cost-based and retail method of accounting-Prepared and presented Business Unit financial results / discussion & analysis to stakeholders including Chairman of the Board, CEO, CFO, Board of Directors, BU President and external auditors-Created and evaluated business cases leading to approval of capital expenditure for Mattress store expansion projects in 2013 and Jewelry showcase fixture upgrades in 2010, generating incremental revenue and margin-Established internal controls and processes to enhance profitability, including development of formal Home forecasting process and timeline, formal evaluation of clearance markdown initiation / progressions within Home and ROIC analysis of merchandise buys within the Jewelry Business Unit

-For a $8B technology product and services provider: Served as interim senior services accountant for three of the client’s 11 branches. Led monthly close process, calculated services commission payments to account executives and reported services commissions earned for all branches. Provided guidance and addressed issues with commission calculation and splits through partnering with Sales team members-For a $6B telecommunications hardware and services provider: Managed the development of the North America go-to-market organization program by consolidating customer facing roles, defining role responsibility and accountability, establishing an engagement lifecycle process, assessing sales account coverage and rationalizing the existing report inventory-For a $4B wireless communication provider: Established formal internal policies and created end-to-end desktop procedures for credit memo processing by client’s Accounts Payable department

-Conducted annual forecast of product costs at SKU level for North American Cultured Cheese category through liaison with manufacturing facilities and analysis of commodity costs for raw materials and packaging-Served as financial lead to a plant closure team, ensuring capital expenditure and one-time costs met budgetary guidelines and tracked savings delivered as part of a company-wide infrastructure initiative-Led analysis leading to the external procurement of condensed milkfat vs. internal production, delivering annual cost savings-Created business case to support insurance claim resulting from flooding of Kraft’s Walton, NY cottage cheese/sour cream production facility leading to recovery of raw material inventory damage and foregone sales margin-Partnered with Marketing and Sales organizations to develop annual plan and periodic revised forecasts for Kraft Brand/Bull’s Eye BBQ Sauce ($200M Revenue) and Grey Poupon/Kraft Mustard ($45M Revenue)-Evaluated ROI of promotional programs through partnership with Category Sales Planners to develop efficient trade spending programs and manage annual budget