Digital transformation efforts in the convenience space including: Loyalty, Digital Signage, Delivery and Self-Checkout• Improved Loyalty Member Counts and Engagements in ExtraMile Extras Rewards Loyalty Program• Establish processes and meeting cadence for Loyalty campaign playbook/marketing calendar• Establish process changes to achieve greater efficiencies and workflows between digital signage, design, loyalty, merchandising and operational partners • Manage all aspects of migrating loyalty program to new POS-Integrated platform• Create reporting platform and program KPIs in PowerBI, providing ongoing reporting to measure program effectiveness and identify opportunities for improvement across operational markets• Lead company Loyalty Program Update meetings• Design and manage communications strategy focused on attracting, developing and retaining customers• Lead ideation and conceptualization for program development and app enhancements with our loyalty partners• Team Member of the Digital Signage/Digital Aggregator partner selection procurement team. Managed rollout of new Digital Signage program and work with partner to keep content refreshed and assured continuity • Self Check Out: Conduct alternative analysis of Self Checkout solutions. Took the lead in working directly with Chevron supported Point of Sale (POS) manufacturers (Gilbarco and Verifone). Coordinated testing of Loyalty program with Chevron IT. • Website: conducted competitive analysis of online digital presence from both customer and potential franchisee perspectives making recommendations of findings to leadership and Chevron Brand• Team Member of Chevron's new Loyalty Program

Manage a portfolio of IT Projects through Chevrons CPDEP PM process for North America Retail Site Systems, acting as Business Relationship Manager (BRM), Business Analyst (BA), and Project Manager (PM). (Contract, via S3)- Capital/Operating Expense Forecasting & Tracking of multiple projects- Manage long and short-term projects using Chevron’s product development CPDEP methodology. - Manage Project Portfolio for multiple projects- Assure project concurrence with enterprise long-term architecture strategy and industry compliance standards - Work with internal and external business partners to assure project execution plan delivery and SLA’s are met.

Automation of the Chairman's award which recognizes business units across the world for safe operations. Conducted application design and development to interface with IMPACT, Chevrons incident reporting system, to support custom organizational hierarchies, recipient name aliases, automation of both trophy orders and written letters of recognition that are signed by the CEO. - Application Development/SDLC - Requirements gathering, use case development and conduct usability reviews for automation of the Chairman’s Zero is Attainable Award

• BI Reporting System Implementation: Grass-roots campaigning, selection and implementation of Qlikview Business Intelligence reporting tool. BI life-cycle identification and development of KPI’s to provide department-specific strategic insights. • + 10% reduction in Retail Inventory• Coordination & Implementation of Cost Accounting Procedures at the Site Level• Development of Lottery Reconciliation System• Accounting/Finance System Rationalization• Retail Back Office System Migration

• Increased Private Label Sales and Category profits • Private Label product portfolio development and new product assortment • Survey the market for emerging trends in the US and internationally to support unique Brand product positioning for O-Organics, Eating Right, Eating Right Kids, Safeway Select, and Basic Red.• Initiated Deep-Dive into Women Infant’s and Children (WIC) program to identify opportunity gaps in the Private Label Business. • Conduct New Hire Training on use of in-house Private Label Analytical Tools• Development of Volume Estimate methodology for Ideation phase in Stagegate New Item Process

• Labor Cost Reduction• Development and tracking of new Labor Analysis Metrics • Proposal of Business Intelligence life cycle to manage Labor as a Strategic Business Unit. • Recommended strategy to move analytics to a more stable platform (Essbase).

• Maximized Margins in Dry Goods Supply Chain Negotiations• Managed $6 Million Annual Budget• Reduced operational program costs by 28% • Reorganized program processes and organization for a reduction of 33% in costs AND increase in efficiency• Business Continuity Planning• Project Management