Hajoca Corp. is a multi-billion dollar wholesaler of Plumbing, Heating, and Industrial Supplies established in 1858. Hajoca operates throughout the US under 40 plus regional company names. The Texas regions contain 42 plus branches operating as: Moore Supply, Easter & Sons, Hughes Supply, and Hajoca Corp.As Regional Purchasing Manager, responsibilities includes:• Supply Chain Management – built to service each Profit Center’s individual needs• Each branch (Profit Center) determines product assortment, customer types, and vendor alliances, and business models• National and Local Vendor Relations• Automatic Stock Replenishment• Special Order Management• Inventory Control• Cross-dock warehouse management• Inventory Management System Configuration and Maintenance• Strategic Planning to meet sales goals of each Profit Center• Strategic Liaison with Divisional and Regional Managers• Business partner and service center to all regional Profit Centers• National, Regional, and Local negotiations of product and vendor programs• Inventory performance analysis with focus on individual Profit Center goals• Purchasing Professionals - team and individual development

Kiva Kitchen & Bath is a value added retailer of high-end appliances, plumbing fixtures, decorative hardware, and cabinets. Headquartered in Houston, TX, Kiva has done $110MM in annual sales through 13 branches in California and Texas, focused primarily on custom home construction and remodeling.As COO, responsibilities touched all facets of the business, focused primarily on: information systems, voice & data systems, inventory control, D&I services, logistics, web presence, security, and maintenance.Accomplishments:• Planned $1.5MM unified IT environment, co-located virtualized servers, and software upgrade.• Reduced carried inventory $2.5MM over 2 years via: o Improved stock turns by reining in ERP that programmatically favored early and heavy inventory receipts. o Reduced displays by $900K via remodeled buildings, downsized vignettes, consignments, and sales incentives.• Added $400K monthly to borrowing base on collateralized bank revolver by improving aged inventory ratio.• Empowered Mgmt. with implementation of SQL Decision Analytics Data Mining Tool (Phocas).• Reduced Operating Expenses by $2.4MM over two years through: o Centralization of processes (purchasing & accounting), EDI, standardized trade partners, staff reductions. o Implementation of company-wide VOIP phone system. See project notes below. o Improved delivery efficiency, fuel expense, damage loss, and safety via real-time GPS units on truck fleet. o Efficiently managing closures, consolidations, and sales of non-performing branches.

Management of IT structure, purchasing, inventory control, delivery & installation services, inbound/outbound logistics, security, and maintenance.Accomplishments:• Added $2MM value by consolidating remaining branches onto unified ERP (Eclipse by Epicor).• Reduced Inventory commitment by $6.0MM over 2 years: o Sold aged and obsolete through 3rd party managed online auctions. o Negotiated vendor stock swaps, straight returns, and damaged goods allowances. o Liquidation through wholesale jobbers• Reduced annual IT budget $40K by outsourcing IT support to flat-fee 3rd party technology partner. Eliminated in-house IT staff, saving cost while improving help desk resolution times, and reducing staff IT related down time.• Reduced data line costs by 55% over 3 years: o Migrated to new MPLS provider (2011). o Consolidated 13 local ISPs to single MPLS provider (2008).• Improved Product File pricing accuracy from 60% to 90% by automated vendor file synchronization, performed daily.• Managed the conversions of first 3 branches to newly selected ERP (2007).

Manage purchasing and inventory for California and Texas Divisions.Accomplishments:• Increased GP by $2.1MM over 5 years: o Configured ERP to strategically maximize GP best contract costs during the sales bid and quoting process. o Contract purchasing optimization via direct vendor data importation and comparative analysis. o Pricing automation via systemically programmed Pricing Matrix (customers) and Buying Matrix (vendors).• Increased revenue $12MM over 5 years via successful roll-out of new product categories: Plumbing, Hardware, Cabinets. o Construction of display vignettes. o Importation of vendor product files. o Merchandising stores with new display fixtures and products. • Reduced A/P staffing expense by $500K over 5 years: o Increased initial A/P match (invoice to PO) from 40% to 90%. o Standardized written PO confirmation and packing list notation policies. o Implemented electronic image storage for: POs, confirmations, changes, packing lists, and invoices. • Improved on-time Sales Order fulfillment from 60% to 85% and reduced inbound freight in TX by $6K (40%) per month through centralized purchasing control, standardized order schedules, uniform vendor pick-up times, negotiated vendor back-order upgrades, and routinized inter-branch transfer procedures.

Manage purchasing and inventory.Accomplishments:• Increased inventory turns from 9 to 11 via accelerated order cycle and standardized purchase schedule.• Improved branch GP by 2.1% via strategic use of contract pricing.• Organized vendor contacts; fully migrated purchasing function to electronic communications.

The Houston Rockets are a franchise in the National Basketball Association, winning back-to-back championships in 1994 & 1995.Managed retail operation including: strategic planning, all buying, sales analysis/forecasting, location analysis, flagship store operation, player appearance promotions, staffing, scheduling, advertising, vendor relations, and corporate liaison.Accomplishments:• Lead $24MM retail operation: assortments, purchasing, managed sales, vendor matrix, advertising, location analysis.• Planned and executed championship merchandise strategy (on court and in stores) for the Rockets' sister team the Houston Comets, that won 4 consecutive titles in the WNBA.• Managed Flagship Store: player appearances, staffing, scheduling, merchandise displays.• Optimized advertising/sponsor business partner relationships through retail promotions and co-branding.

Foley's was $2B annual chain of department stores owned by May Department Stores and headquartered in Houston, TX. Foley's operated over 80 branches before May Company was merged into Federated Department Stores, changing their nameplate to Macy's.Buying Positions:• Young Men's Tops/Active ($9M annual)• Boy's Bottoms/Collections ($12M annual)• Independent Bedcoverings ($18M annual)• Athletic Shoes ($24M annual)Accomplishments:• Awarded best Asst. Buyer in 4th quarter of 1996