• Oversaw day-to-day operations for 860+ Pep Boys consumer auto parts stores and AutoPlus B2B locations across the U.S., delivering revenue, profit, and customer experience expansions through strategic initiatives • Optimized promotional / pricing strategies, reduced price modifications, improved shrink controls, eliminated non-compliant operating expenses, and implemented payroll reductions by outsourcing delivery driver positions, driving the operational EBITDA to exceed prior year by 31.9%• Upgraded the B2B customer experience by incorporating a commercial account management rotation into the assistant manager career path, redesigning the leadership incentive plans to payout based on commercial sales growth, and requiring tracking of customer interactions to enhance business development efforts, leading to achievement of 9.4% comparative store sales on revenues of $914MM• Transitioned 200+ strategic market stores to a third-party last-mile delivery program, augmenting capacity in understaffed stores, reducing costs by $6k per FTE, and eliminating liability risks and insurance claims • Architected a solution selling training and measurement program, elevating customer average purchases by 6.8%• Implemented a sales floor / online channel strategy that drove an increase in SEO / SEM efforts, enhancing competitiveness with online mass merchandisers and enabling the expansion of store display space for top sellers• Managed business intelligence reporting for the commercial and retail divisions, developing all KPIs and financial metrics while utilizing Domo to provide data visualizations and foster discussions about data insights

• Strategized, planned, managed, and directed operational activities related to sourcing and delivering reliable, prescreened employees to major business clients of a $22.9B global provider of Human Resources services• Optimized the Vendor Management System (VMS) delivery strategy by activating an offshore sourcing program that streamlined prescreening processes, leading to a 73% improvement in assignment starts• Established performance metrics and goals to align sales expectations with operational execution / SLAs, significantly increasing revenue and talent on assignment to flat YOY comparisons from (19%) in nine months

• Provided operational leadership for a 70-member team that oversaw installation, repair, and remodeling services, with responsibility for technology planning / implementation, vendor management, regulatory compliance for 4,400 companies and 72,000 badged crew members, and customer experience / quality efforts• Led the design, testing, and implementation of a CRM solution for consumers of Home Services (MyInstall), achieving a 10% reduction in customer satisfaction markdowns and 2100 bps improvement in email capture• Developed an online capability for consumers to view availability and schedule appointments with Sales Specialists and Designers, contributing to an incremental $12MM in sales from online appointments• Designed and implemented mobile transaction capability and KPI reporting for Service Providers, improving Installer Voice-of-Customer scores by +200 bps and reducing fax / document handling costs by $700k

• Managed a 7-9 store district with 1,700 associates and $240MM+ in product and services revenues, with full P&L ownership and accountability for business planning, sales, forecasting, team building, merchandising, inventory management, performance management, succession planning, and customer experience• Streamlined the specialty project workflow with escalation paths to improve customer communication / follow-up, resulting in region-leading sales growth of 107.1% vs plan and average unit retail improvements of 8.2%• Enhanced the district’s focus on customer needs and expectations, ensuring store appearance and in-stock position aligned with priorities, leading to Voice-of-Customer scores of +9.0 for the first time in company history• Developed and implemented a restocking fee acknowledgement process for returned merchandise, contributing to outperformance of YTD turns by 40 bps and gross margin plan by $2.7MM

• Oversaw management and associate teams for a 34-store chain that targeted an upscale home remodeling market, with responsibility for strategic planning, daily operations, sales / profit performance, and customer service • Defined and executed an in-house labor model that delivered payroll productivity gains of 6% and an overall payroll reduction of $3.5MM while maintaining favorable net promotor score (NPS) trajectory• Developed and launched a national manager-on-duty program that outlined roles and responsibilities for all in- store salaried managers, resulting in improved Voice-of-Customer scores

• Led a team of 180 associates in the operation of a 90,000 square foot design center, with full P&L ownership of $44MM+ in service and product revenues and accountability for sales, visual merchandising, loss prevention, inventory control, staffing, employee development, and customer service• Collaborated with store leadership team to plan and execute a major turnaround of the design center that shifted the full-time / part-time ratio from 70% / 30% to 40% / 60% to improve staffing flexibility during peak traffic times in addition to enhancing associate training / mentoring and deploying a personal shopper program• Established a strategic business partnership with a neighboring big-box retailer, exposing the leadership team to customer follow-up and consultative selling techniques which led to improved levels of customer service

Guided store manager training program

• Mentored individual project teams from initial Six Sigma training through Green Belt certification, providing direction in the execution of a continuous improvement strategy focused on efficiency and cost savings• Applied the Six Sigma DMAIC methodology to streamline the carry-in repair process and improve data integrity for warranty service, resulting in a $13MM increase in warranty claim payouts

1998-2000:• Led retail originations and underwriting teams as large as 70+ associates, responsible for 54% of North American originations• Delivered cycle-time, compliance, and customer satisfaction improvements by designing and implementing process and system enhancements as the retail underwriting process owner 2000-2001: • Co-designed competitive and profitable lease and loan products leading competitive benchmarking, pricing analysis, and market segmentation exercises • Achieved Six Sigma Green Belt certification after successfully completing required DMAIC projects