DAX5 • Launched DAX5 at Site Lead in January 2021, driving AMZL NA record volume ramp to 40k by Wk 8, driving Wk 4 to Wk 14 launch metrics as follows: Delivery Estimate Accuracy (DEA) from 83% to 93.4%, On Time Dispatch (OTD) from 31% to 94.1%, and Parcel Not on Van Defects per Million Opportunities (PNOV) from 1,119 to 373.DAX3• Launched DAX3 as partner Site Lead in Dec 2020. From Wk 49 to Wk 51 (AMZL Peak 2020), grew Station volume through from 72k to 250k (fastest 2020 ramp) and launch metrics as follows: DEA from 91% to 95.4% (94.9% Wk 1), OTD from 19.27% to 98.2% (100% Wk 1), and PNOV from 2,324 to 785 (482 Wk 1). Departed DAX3 Wk 1 to launch DAX5.DPS1• Promoted to Sr Ops Manager in Jan 2020 and continued as Sr Site lead to July 2020 (Wk 28), departing Wk 49. - From Wk 1 to Wk 28, improved Station Cost from 34.3 to 42.5 TPH (24%) amidst volume increase of 758k to 971k (28%). - From Wk 1 to Wk 49, improved PNOV from 1402 to 935 and sustained DEA > 95% and OTD > 96%.• Dispatched average weekly volume of >1M from Wk 20-Wk 38, leading AMZL NA in dispatched volume amidst COViD Peak.• Implemented over 150 new AMZL policies from March through April 2020 to ensure strict safety protocols for COViD-19.

DPS1 (Pasadena, CA)• Led DPS1, a top 5 Delivery Station by volume in North America (2019-2020) and drove the following sustained improvements from Wk 41 2019 to Wk 03 2020: DEA from 93.2% to 98.2%, OTD from 47% to 97.8%, and PNOV from 5,031 to 1,109.• Led DPS1 to historic volumes through Peak 2019, increasing 37% from prior year to 1.12M in Wk 51, landing among the top 5 largest volume stations, and setting the NA record for most greatly exceeding Site Mechanical Capacity at 18%.DSD3 (National City, CA)• As Station Lead from May to mid-October 2019, increased stow rates by 75%, increased OTD from 41.22% in Week 29 to 95% in Week 40, and achieved record Prime Week volumes with a 57% increase over prior year.• Implemented Project Phoenix and Project Firebird in Sept 2019 – considered as one of the most successful network launches in terms of rapid adoption and sustained increases in OTD, with 17% improvement two weeks and an October average of 91.3%.• Improved DSD3’s NA Scorecard ranking from #22 to #7 from June through August, helping to secure DSD3’s designation as an Academy Site for 2019 by Worldwide ACES to serve as a benchmark for launch of future AMZL sites and leadership. DSD1 (Rancho Bernardo, CA)• Led Sort Shift through weekly volume increase from 253k on Week 30 to 502k on Week 51, maintaining Sort Compliance of 98%+ and zero recordable injuries through Peak of 2018.• Led Loadout Shift through Q1 2019, fostering a 12% increase in OTD across Q1 through implementation of consolidated staging at point-of-departure and increased real-time communication with Delivery Service Providers.

- Responsible for business effectiveness of the Processing Business Unit of California's largest DanoneWave production facility; manages utilization of equipment, facilities, and a 48-person Processing Business Unit to obtain maximum efficiency and maintain compliance with FDA and SQF regulations.- Implemented DanoneWave's first Continuous Improvement methodology system for the Processing Business Unit. - Reduced Plant-wide Total Recordable Injury Rate from 3.49 (2016) to 0.94 (Q1 2017), with zero safety incidents for the Processing Business Unit in Q1 2017.- Supported all-time Plant production volume records in Q1 2017, with Operational Equipment Effectiveness increases from roughly 43% in 2016 to 47% in Q1 2017.

Project Lead for multiple Organization-wide initiatives to standardize and simplify global Quality System processes.• Led a 6-person global team for the implementation of two Quality Management Systems, impacting over 1000 OCD employees, while serving as the OCD ambassador to the Johnson & Johnson sector teams to support system development and the creation of the first Nonconformance and Corrective Action sector Standards. • Led a 4-person global team for the successful implementation of a new organization-wide process for non-Supplier Quality Agreements resulting in $42k of annual cost avoidance and earning a Six Sigma Green Belt.• Led OCD’s global Quality Review Board to assist in the progression of aged Nonconformance, resulting in a 25% reduction in aged Nonconformance records from 2013-2015. Oversaw/lead 100+ failure investigations. • Led as Project Manager for over 50 critical audit commitments, ensuring 100% timely completion.• Co-developed functional user acceptance testing and coordinated UAT testing for the implementation of multiple Quality system enhancements while serving as a system super user.• Extensive front-room audit experience – present in the front room for approximately 15 audits.

• Led and directed the smooth operation, training, and accountability of an 89 Enlisted and 15 Officer Seabee detachment, resulting in a 68% attainment increase of pre-deployment skillsets, the successful completion of 4 major construction projects, and government savings of over $20K (Officer in Charge, Detachment 15).• Spearheaded the successful planning and execution of a 60 hour Battalion-wide joint embarkation exercise between Navy and Air Force Reserve commands, involving the transfer of 93 personnel and 770,600 pounds of combat equipment via military transport aircraft (Assistant Battalion Operations Officer).

• Independently developed, organized, and maintained over 200 lesson topics that focus on warfighter preparedness for the seed unit of Naval Special Warfare’s new program known as the Cultural Engagement Unit (CEU) which supports deployed SEALs with tactically-qualified regional experts and cultural advisors.

• Developed a $2.4M facilities and training budget to entrepreneurially launch CEU ops – saved government over $50K via market research and recapitalization efforts. Awarded Navy & Marine Corps Achievement Medal.• Assisted with the training and development of Naval Special Warfare personnel for their mission-critical tasking alongside deployed SEALs.

• Led 52 students as the Class Officer in Charge through 35 weeks of tactical instruction which required effective leadership presence under the stress of combat conditions. • Led the Officers of SQT Class 274 through the NSW Junior Officer Training Course which required extensive planning, briefing, and rapid execution of multiple mission sets.

• Graduated the Department of Defense’s most rigorous military training consisting of instruction in small unit leadership and operations, open and closed circuit combat diving, demolition training, and physical conditioning.• Served as a Boat Crew Leader, Class Supply Officer during the First and Second Phases of training, and Demolition Officer during Third Phase. As Supply Officer, oversaw all supply needs for a beginning class size of 287; and as Demolition Officer, accounted for the daily expenditure of all explosive material as well as led the preparation of all demolition exercises.