(NYSE: UNFI) $30B natural and organic food company. Chief Operating Officer (2023 – 2024) P&L: $2.5B OPEX Team: 15,000 56 DCs Reported to CEO Supply Chain, Transformation, and Technology. Directly managed Chief Supply Chain Officer, CIO, SVP of Automation & Warehouse Technology, VP of Transformation, and VP of Change Enablement.
• Presented strategic initiatives and performance enhancement updates to the Board of Directors on a quarterly basis, ensuring alignment with organizational goals and driving continuous improvement.
• Chaired the Technology and Innovation Board of Directors Advisory Committee, spearheading initiatives in cybersecurity and driving comprehensive digital transformation strategies.
• Led the reduction of inventory shrink, including mis-picks, spoilage, and damages to yield a 50% YOY improvement.
• Drove SAE implementation (supply chain software), leading to a 25% improvement in customer order delivery accuracy.

Focused on technology-driven network optimization and development of the next-generation supply chain for a network of 58 distribution centers reducing operating expense by $20M and improving profitability by 5%. Selected for and transitioned to COO role within 5 months of hire.

(NYSE: COR) $260B global pharmaceutical wholesales company providing drug distribution and consulting related to medical business operations and patient services.
Chief Transformation Officer (2021 – 2022) P&L: $50M+ OI in FY21 Team: 9 Reported to EVP, Business Group (Dotted Line to CEO)
• Drove $50M in Operating Income in FY21 through collaboration with business unit presidents to execute on a robust program of strategic initiatives to drive double-digit operating growth.
• Businesses achieved an average of 10-15% increase in YoY operating income through disciplined performance management and oversight. Page2
● • Partnered with Senior VP of Corporate Responsibility & Sustainability to bring ESG initiatives to 10+ diverse subsidiaries. Served on the Global ESG Council and developed five-year sustainability goals based on GRI and SASB standards.
• Led a robust portfolio of partnership initiatives with Walgreens, AmerisourceBergen's largest customer, to deliver $150M EBITDA joint

P&L: $1.1B OPEX Team: 5,000 50+ DCs Reported to EVP, Business Group (Dotted Line to CEO)
• Established the first five-year Distribution & Customer Operations strategy supporting six business units. Facilitated workshops with key business leaders to develop detailed action plans for each strategic imperative.
• Created a cross-functional and geographically dispersed agile team focused on optimizing the $100M+ investment in warehouse automation across a network of DCs such that 70%+ of order lines were filled by automation in the largest DCs.
• Developed a multimillion-dollar business case to diversify the network of specialty pharmaceutical distribution centers, securing Board approval for a new West Coast location to support existing East Coast DCs at capacity during COVID-19 vaccine distribution.

P&L: $800M OPEX Team: 3,500 30+ DCs Reported to EVP, Business Group (Dotted Line to CEO) Managed the network of DCs across the US, including oversight of Customer Service, Customer Operations, PMO, Transportation, Engineering, and Warehouse Management systems teams.
• Led the opening of seven greenfield state-of-the-art distribution centers and decommissioning of four dated facilities.
• Drove a 10% improvement in Right First Time for customers.

Vice President, Continuous Improvement & Commercial Operations (2015 – 2016) P&L: $5.5M-$9M OPEX Team: 35-60 Reported to SVP, Distribution Services
• Created a new operating model for the procurement organization, including creating the business case to upgrade the Manhattan Associates demand planning and forecasting system driving a 5% inventory reduction.
• Partnered with pharmaceutical manufacturers and Strategic Global Sourcing team to ensure optimal inventory management of $7B in assets and maximize buy-side profitability.
• Established a Continuous Improvement organization to enhance the customer experience in order management and delivery by integrating customer feedback and setting clear goals and metrics, while training leaders to apply Lean Six Sigma tools and skills locally.
• Reduced internal product damages by $7M after aligning goals to annual incentive plan for leaders and creating a recognition program to reward achievements and improve the customer experience.

P&L: $4.5M OPEX Team: 30 Reported to SVP, Commercial Shared Services Led the PMO and Customer Reporting & Analytics organization with accountability for all customer reporting and business insights needs. Led the implementation of Salesforce.com Service Cloud for 300+ customer service team members.

Senior Director, Integration Services (2010 – 2011) P&L: $2M OPEX Team: 12-15 Reported to SVP, Commercial Shared Services & CIO Led the implementation to Salesforce.com Sales Cloud for the 500+ sales team supporting health systems, retail, strategic account, and long-term care customers.
• Spearheaded the master data management governance process, including developing the first data dictionary.
• Defined the enterprise business intelligence strategy and partnered with IT to design and develop the Passport Analytics platform supporting key stakeholders. Page3

Partnered with business leaders to design and implement SAP and best of breed software applications as a part of the organization's multi-year Business Transformation program.

Managed a portfolio of cross-functional, enterprise IT projects.