• Manage all aspects and resources for car sales re-launch of 70 locations and complete daily and weekly tracking and reporting of location status and opening dates. • Tracked completion of projects from signing lease to store opening through managing real estate, construction, IT, and back-office resources, and conducting weekly meetings for all stakeholders to gather updates on progress of launch dates to report out to senior management.• Selected to lead team charged with temporarily closing 83 Car Sales locations due to COVID-19 pandemic, removing fleet, validating on site security equipment operable, securing of PID, IT equipment, and furniture, and closing with efficient reopening plan for 2021 in mind.

• Oversaw all aspects of incremental location growth for Lyft and Uber and was assigned to facilitate Lyft and Uber facility requests at all 56 Pep Boys locations. • Managed multiple projects that provided positive impact to core TNC business and to Lyft and Uber partnerships, including overseeing new vehicle class offerings for drivers, providing larger vehicle to drivers, at higher price point; directing new process for automatically charging tolls to drivers, increasing toll collection from 20% to 70%; and executing new overdue / vehicle collection process with Lyft to better identify overdue driver and bad actors.• Helped add to $395M in revenue at 18.8% pretax margin after launching 14 incremental TNC locations with Lyft and Uber, understanding demands in potential markets, launching locations at request of partners, and changing strategy by co-locating with other traditional Hertz rental businesses which led to facility cost savings and employee synergy.

• Built partnership with Lyft / Uber that resulted in $280M in revenue, turning potential threat to traditional rental car business to partnership with broad scope. • Developed IT hardware strategy, “Location in a Box” in order to launch new rental locations in limited timeframe, helping team launch 77 incremental locations in 1 year with average lead time of launch in 3 weeks vs 8 months, quickly ordering and installing IT equipment and furniture and training employees, which attributed to 30K+ additional vehicles to rent and $280M in revenue for 2018.

• Served as Lead Project Manager tasked with developing strategies that focused on increasing efficiencies, driving down costs, increasing revenue, and enhancing customer experience. • Created and completed end-to-end UAT, testing functionality of hardware technology in cars and validating that data would meet customer needs, and writing test cases used to test IT enhancements in existing point of sale (POS) and back end systems to ensure proper functionality for customers and operations. • Acted as key member in supporting new POS system, leading 12-15 managers from operations and assisting requirements gathering process for vendors to rewrite Hertz POS, increasing efficiencies and allowing agile approach. • Achieved 2013 Global Leadership Award nomination after assisting in renovation and revamp of Hertz Gold Plus rewards program (with $11M+ in revenue) by launching Hertz customer service differentiators, developing business requirements, performing UAT, developing launch schedule, and performing training and implementation of offerings. • Participated in 2016 Mentee Program for high potential employees to partner with Senior Executives providing career advice and support; matched with Senior Vice President over Asia and Australia, gaining insights to executive business operations and daily tasks, and acquiring coaching on projects and career path.

• Managed day-to-day operations and business plan for 1 of top 100 airports in US and hired, trained, and oversaw 35-member sales team, 3 managers, and support staff servicing customers as well as profit and loss (P&L) for location. • Attained year-over-year (YOY) increase in sales revenue 74% by implementing contest to drive competition between staff, held other mangers accountable to coach representatives on selling, and offering regular sales professional development and training for staff. • Increased customer service scores from in 30s to 50s after creating working group with hourly employees to brainstorm tools needed for success which ultimately increased morale and had direct impact on customer satisfaction.