Currently reporting to the CFO and responsible for leading a 9-member Finance team in support of Store Operations, Real Estate, and Supply Chain ensuring transparency to and the effective allocation of over $2 billion in operating costs and $200+ million in capital required to operate 650+ retail stores and 10+ distribution centers. Partnering with operational and executive leadership to rebuild KPI and decision support systems to provide significant improvement in analytically based insights leading to more predictive performance. Directly responsible for the following successes:l Leveraging experience, selective hands-on operating style, and creative business analysis to rebuild LRP, Annual Planning and Forecasting models that focus on driving improvements in business intelligence that drives operational performance.l Successfully expanding FP&A team influence by providing timely and credible insights communicated succinctly and consistently by both the Finance and Operating Partner leaders.l Effectively focusing the communication around KPI’s and ensuring financial information aligns with strategic corporate objectives.

Contracted to develop proforma financial statements supporting the re-launch of an 80+ store retail optical company located in Green Bay, WI. Provided business analysis and decision support, successfully leveraged experience and creative analytical thinking to deliver 3 year financial projections supporting both short and long term strategy development. Worked closely with both company leadership and private equity owners to ensure alignment around start-up cash and investment return requirements.

Worked closely with Executive Committee to set the vision and direction for resource allocation, measuring performance, and generating accurate and concise business reporting for a $3B regional retailer. Provided strategic leadership to a team of 22 finance professionals responsible for partnering with operations to create long range strategic plans, annual operating and capital budgeting, monthly forecast, performance variance analysis, and appropriate accounting controls. As the corporate champion for P&L, Balance Sheet, and Cash Flow business analysis and decision support, successfully leveraged experience and creative analytical thinking to deliver data-driven insights and ensure the company leaders focused on delivering strategic objectives.

Managed and developed analytically focused staff of 16 professionals with broad financial roles. Responsibilities included the annual operating budgeting, long range strategic plans, monthly forecasting and variance analysis, strategic business analysis, merchandise planning and reporting, and functional control. Provided financial and business expertise as a member of senior leadership teams including the Capital Committee and Real Estate Committee. Corporate champion for analytically driven business analysis and decision support. Responsible for integration of advanced cloud based predictive analytics software into strategic business analysis process.• Worked closely with CEO, CFO, and Operating Committee to support decision making efficiency and accuracy. • Supported new store growth and development via financial modeling, market potential analysis, and pharmacy acquisition analysis. • Responsible for organization, development and presentation of performance centric strategic analysis to Board of Directors. • Partnered with CFO to build new strategic analysis team to leverage advanced analytics software tools to expand merchandising and marketing analytics strategy. • Led cross function teams to create business case support, financial hurdle analysis, and funding requests for Capital Committee approval. • Expanded FP&A team influence across organization in order to improve expense control, forecasting, and analytical capacity.

Refocused Director of FP&A role to leverage strategic analysis with business development leadership and experience in order to drive growth initiatives. Worked closely with store operations, supply chain, real estate, and executive teams to complete two large acquisitions. Successfully expanded the importance of fact based analytical decision support across all areas of the organization. • Developed proforma P&L's for 2011 Pamida merger, adding over 160 stores and 50% sales to Shopko. • Led development of proforma merger P&L's for 2010 long term care pharmacy acquisition. • Represented finance on a cross functional team created to develop new small store strategy and the supporting financial returns that eventually led to the Pamida acquisition. • Managed all aspects of capital planning and financial control for Supply Chain and Pharmacy operations.

Supervised team of 5 analysts responsible for annual budgeting, monthly forecasting, and functional control support during month end close cycles. Led Financial Planning & Analysis functions for Corporate, Field, and Store expenses. Managed capital planning, forecasting, and policy administration for the organization including organizing and leading monthly executive capital committee meetings. Expanded role to include all Supply Chain planning, forecasting and business analysis.

Assistant Controller (2001 - 2005) Provided leadership for key working capital control functions: Inventory Control, Accounts Payable, and Accounts Receivable. Primary focus having been forecasting and analysis of Gross Margin profitability. Other responsibilities included management of Gross Margin Cost Accounting and integration of Supply Chain and Working Capital improvement initiatives. Led a dedicated team of 35 associates responsible for over 200 million inventory units in over 4500 stores, accounting for $1.5 billion in product costs, and disbursing $800 million in operating payables. Director of Corporate and Real Estate Purchasing (1997 - 2001) Managed purchasing support for corporate, division and distribution center operations. Provided equipment and supplies to over 4500 stores in the United States, Canada, Puerto Rico, and Central America. Responsible for sourcing and delivery of over $40 million in annual purchases of goods and services. Provided design and procurement leadership for multiple store concept renewal projects. Manager, Accounts Payable, Payroll and International Accounting (1996 - 1997) Manager, Profit Improvement Group (1995 - 1996) Manager, Store Expense Control (1993 - 1995) Supervisor of Merchandise Accounting (1992 - 1993) Senior Financial Analyst (1989 - 1992)