• Responsible for North America distribution team of 41 members across 6 departments shipping 17M boxes annually: o Oversee fork truck drivers/material handlers/order picking, shipping/dock operations, stock replenishment/maintenanceo Manage: facility visual performance/business continuity/HR/quality/process improvement/asset procurement• Create new management philosophy and practices to address unprecedented 83% turnover rate o Develop team of trainers via structured program to drive retention  Clarified roles, responsibilities, and best practices for all department jobs to improve individual and team productivity o Build family-like management environment by emphasizing respect, empathy, and public recognition o Team with HR to create “outside hire program” and contract 2nd temp agencyo Established a culture of trust and buy-in with prospective hires by pairing them with current employees, setting realistic job expectations, increasing likelihood of retaining staff• Led cross-functional project to reduce workload variance, decrease errors, and increase consistency during peak COVID demando COVID pandemic triggered drastic medical product sales demand coupled with extreme unexpected turnovero Analyzed customer purchasing data to identify critical trends and developed new purchasing scheduleo Partnered with account managers, transportation, and IT to assess and stabilize emergent busines requirements Adjusted priorities and operations to mitigate supply chain constraints, overallocation, and quality issues• Led teams that designed and implemented 12 cost saving initiatives via data analytics, automation, equipment upgrades, and continuous improvements o Upgraded fleet of vehicles by leveraging time-study analytics o Replaced legacy systems—faster/more efficient machines to reduce physical labor

• Organize and lead cross-functional team to upgrade business continuity plans for current locationo Engage and commit resources from around corporation to optimize solutionso Spearhead action plan/training/standardizing/execution to address lack of alignment—4 US sites: IT/legal/corporate, etc.o Following facility being nearly wiped out by tornado, face COVID—significant turnover/loss of experienced workforceo Develop action plan from 6 documents/141 pages to 1, 37-page plan; lead team to identify/address avoidable gaps• Identify potential, immediate issues—order equipment/computers/systems to prepare for non-avoidable risks, I.E. tornadoso Purchase back-up air supply generators; secure 2nd temp agency; back up files; prioritize key issues—risk matrixeso Leverage approach from former experience as a Marine; facilitate collaboration across all departments:- Team with IT/ Transportation/other US sites, general staff to simplify/ensure an actionable/effective/rapid responseo Prepare hardware/software to create new/smaller, off-site distribution center to hold 100-day supply of core materials• Assign team roles; train throughout year; create/standardize COVID protocols; train emergency response team to:o Address testing/prevention/handling those who test positive; receive praise from global team/other facility managers

• Responsible for team of 8 staff focused on creating dashboards and metrics to enable data-driven decisionso Collaborate as a team to identify innovative Key Performance Metrics (KPI) via free think events/data miningo Identify how to capture data efficiently–improve transparency via custom Power BI softwareo Create master excel documents, and custom queries from SAP, Numina, etc.o Establish 5 standardized department KPI dashboards; drive effort to align with sister-plant in Netherlands Develop 4 agile measurements to measure real time data which enabled immediate and corrections Create 12 additional leading KPIs to drive continuous improvement and enable proactive problem solvingo Empower team to manage process; standardize training to drive decentralization and buy in across all departments

• Led staff of 90 to plan/support logistics that provided the transportation/maintenance/armory/distribution/vendors/food service for 1,020 Marines• Responsible for 7 cross-functional program managers that reported to Pentagon on biennial logistics readiness audito Developed leaders to improve underperformers/motivate team/protect Marineso Streamlined processes/eliminated redundancy via “critical path method analysis” Increased scores from 74% to 93%; ranked 1 of 20, earning a Navy Commendation Medal for outstanding individual performance • Facilitated collaboration between leaders of 6 departmentso Operated in real scenarios for overseas operations and supported 4-week war-gaming exercises Created agile Excel tool to make lean logistics; better allocated resources/eliminated waste Performance was rated top 5% of Marine Corps Officers

• Directed staff of 130 responsible for $95M: logistics/experimental weapons/communication equipment for infantry battalion• Oversaw operational readiness/maintenance schedule/repairs/internal audits/budgeting—responsible for unit performance o Managed 7 maintenance departments, achieved key operational turnarounds—introduced effective policies Implemented innovative maintenance programs; scored highest of 12 centers—earned Navy and Marine Achievement Medal for outstanding individual performanceo Project manager to execute equipment turnover of $95M for 1k Marines to save 7k miles/shipping costs Controlled spending/change management; created tools to eliminate waste—on time & $200k under budget

• Served onboard US Navy ship; supervised on-loading/restaging/off-loading of $70M of cargo to support 4 exercises

- Sourced and attracted candidates by using social media, recruiting at sporting events, and working at job fairs- Conducted preliminary interviews and filtered candidates - Conducted cold calls towards target market- Conducted preliminary screening and administrative processing- Explained the Marine Corps to prospective candidates to include opportunities, regulations, commissioning programs, and assignment locations- Educated and trained selected candidates for entry level schools