Open Air Properties, LLC buys and sells undeveloped land with two goals in mind - to offer more efficiency in both the buying and selling process of undeveloped land, and to offer affordable land ownership to everyone.

Lead analytics maturity strategy for Product Supply Organization (PSO). This includes: • Collaborate with IT and functional analytics peers to develop best practices and training plans that integrate into the overall Data Strategy• Create and execute 3 year plan to upskill associates in PSO• Developed and shared 1:1 Digital Leadership Training for Executives with 12+ executives in calendar year 2021. This work increases PSO Executive level awareness of data structure complexity and increases sponsorship of Supply Chain Analytics. • Analytics Enablement - Monitor and improve adoption of tools and overall organizational digital maturity. Developed Digital Leadership Forum (DLF) as an intensive program to take functional cohorts through a project from start to finish to improve functional connection and engagement in the analytics tools. In 2022 DLF cohort topics included inventory management and Month end Slippage targets to improve end of month shipment consistency.• Data Model Performance Improvement: Multiple optimization projects including Allocation and Error Free. This work improved refresh time approximately 90% in addition to improving model sustainability.• Championed Alteryx Training for 80+ associates across 6 months during trial period for automation upskilling.• Supply Chain Analytics Coaching and Development: Weekly review with all analytics developers to ensure data model integrity and guide the development process in a common format to gain the most business value from each project.• Developed 4 VP scorecards including overall supply chain, planning, and logistics scorecards.• Active participation in ERG’s including SHOW (women’s ERG), BELIEVE (Black ERG), and PRIDE. Served as SHOW ERG co-chair for the Southeast Leadership Team from July 2021 through June 2023.

Advisory support for the customer operations team, specifically focused on Strategic Accounts, to add value within the specific retail account for either the customer or for Clorox. Core strength is to offer powerful automated capability across multiple data sets to visually suggest actions that generate measurable results for the account.A few of my projects included: • Established process for On time Delivery root cause and action, resulting in team achievement of $1.8M fines reduction in first year. • Develop store level Agile Inventory management system (~15k stores) to drive sales, increase turns, and grow profits• Automate weekly reporting to reduce 20+ hours of manual work each week for the user• Developed Joint Business Planning tool to enable meaningful negotiation of the annual plan with merchant customer.• Created General Manager's Scorecard to enable clear understanding of focus areas.• Developed key performance scorecards for Customer Operations in areas such as shipment performance, on time delivery, error free, and deductions/ fines tracking.I also pioneered and led the cultural evolution from Excel into Power BI at Clorox. Included hosting/ teaching weekly user group sessions (beginner and intermediate), developing road map to scale out/ up with IT and the business users, and 1:1 co-development consulting to expand capability among our user base. Over 450 people have joined my classes from all around the world.

• Collaborate with sales account managers to identify growth opportunities in the product lines.• Weekly/ monthly sales reporting with analysis and summary of category trends.• Self-trained to build analytical data models in Power Pivot

•Eradicated customer fill rate fines from over $1 million annually in 2004 to $85k in 2005 to under $20k annually, including $0 in 2008, 2009, and 2011 through 2015.•Established automated signals to alert of both service risks and sales opportunities, contributing to a doubling of account growth over 5 years.•Disseminated these tools to 3 other accounts, including The Home Depot, Menards, and Walmart.

•Led a team of 20 hourly shipping and receiving associates and 10 salaried buyer/planners to successfully reduce inventory by 40% in 2003, tracked ahead of goal with a $2 million reduction in the first quarter. Increased turns from 4.8 to 6.1 in the first quarter.•Developed alerting tools and managed team to raise fill rates from an average of 75% to over 90%

• Directed a staff of 24 managers and 400+ direct labor employees in the manufacturing and packaging of modems and networking devices in a build to order scheduling model.• Managed up to 8 surface mount production lines across four work shifts in a 24 hour, seven day per week operation including Printed Circuit Board Assembly, In Circuit Test, Mechanical Assembly, Functional Test, and Packaging.• As champion of Lean Manufacturing, drove average work in process units from 1200 to 10, and reduced line scrap from 2.6% to 0.42% of material cost per quarter (savings of over $600K per quarter)• Led a Visual Factory Management/5S program, including training and engagement of all direct labor employees and their managers.

•Led team of 5 production planners and 2 master schedulers to effective capacity planning, material strategy and scheduling of 12 production lines. •Developed and implemented “build to order” scheduling strategy and database tool, resulting in finished goods inventory reduction of $7 million over three months.

• Developed and implemented “build to order” scheduling strategy and database tool, resulting in finished goods inventory reduction of $7 million over three months.• Team lead for 3 production planners.

• Developed master schedule for Pepsi account, 900 million cartons annually.