• Corporate Strategy: facilitating C Suite strategy meetings to develop go-to-market and funding strategies, developing and implementing operational KPIs, and leading change management initiatives
• Cost Reduction: enabling internal financing by reengineering cost structures and renegotiating vendor contracts
• Process Reengineering
• Systems Implementation
• Leadership Development

• Worked through due diligence with private equity firm to secure $20M in growth capital (closed Dec. 2021)
• Implemented inventory tracking software / process and subscription revenue tracking software / process
• Developed new financial / operational KPI reporting tools to provide visibility internally and to investors
• Improved margins by guiding sales and operations teams through market pricing and cost reduction initiatives

• Developed 5-year growth strategy, pro-forma, and pitch deck for $2M fundraise (closed $1.8M)
• Owned the operational plan while managing Sales, Support, Engineering, and Project teams (16 employees)
• Established a culture shift to high-accountability and high-efficiency, with major focus on KPI measurement
• Led aggressive ISP expansion initiative into new counties across NC

• Launched start-up company with $450,000 in search fund capital and led business through all milestones, from ideation to MVP to alpha and beta sites
• Managed iterative software development with 3rd party developers, instilling agile approach to quickly read and react to market data
• Developed and enhanced pitch deck and pro-forma as company evolved - raising additional $200,000 in private funding at increased valuation once reference customers were established

• Worked with VP of Supply Chain to drive efficiencies across supply chain
• Managed Software Implementation Projects
• Converted organization to data-fluency by aggregating data across systems architecture and tracking KPIs
• Increased inventory turnover, provided global inventory visibility, liquidated excess inventory of $8,300,000
• Built global visibility into lead times and logistics performance, drastically reduced late deliveries, and reduced vendor-to-DC shipment costs by 40%

• Brooks Brothers – Fashion Retail: Design of new Global Operations
- Built future-state supply chain process flow diagram and identified gaps in current-state process
• Arthrex – Medical Devices: Transition to new Enterprise Software
- Organized and facilitated client meetings to gather requirements and educate client on new processes