Huckleberry Advisory Group, LLC helps companies align their planning, operations, and decision-making across the full end-to-end supply chain. We focus on collaboration with both internal and external partners, clear communication, and practical structure so teams can plan better, respond faster, and execute with confidence. Clients choose us when they want alignment that actually sticks.

A 6-month role due to timing and organizational design decisions that led to an unexpected major reorganization of the Ops and Supply Chain teams. Lead team of 7 for a +$150MM fast-growing business in planning (supply & material), inventory management/reconciliation (internal & external sites), customer service, co-manufacturing selection & oversight, warehousing, fulfillment (D2C and B2B), logistics, procurement & R&D. Introduced S&OP program and discipline, Coman score card, MRP system evaluation, and process improvement around ERP discipline and system of record (one source of truth) concept as the company was introducing self-manufacturing and growing rapidly

Lead team of 6 for a + $35MM hyper-growth business in planning (supply, demand, & material), inventory management & reconciliation (internal & external sites), customer service, co-manufacturing selection & oversight, warehousing, fulfillment (D2C and B2B), logistics, procurement & QA/QC. Tripled revenues over the past 3 years and brought EBITDA from negative to positive. • Leveraged revamped team and tools to scale the company rapidly, launching multiple million-dollar+ projects with new co-manufacturers • Successful draw-down and onboarding/ramp-up of multiple co-manufacturing locations to support growing base & innovation volume • Strong cost management and large volume ramp-up led to COGS reductions vs. plan to assist in multi-million-dollar EBITDA swing YOY • Developed full S&OP process (demand, supply, and executive consensus), improving data visibility, KPI’s, financial and production plans • Created and revamped the structure of multiple departments and implemented multiple technology enhancements (EDI integration, order system upgrade, and MRP bolt-on) to support scaling the business in the future and delay adding headcount • Saved >$1MM in COGS vs. plan in 2022 by cultivating & leveraging supplier relationships & developing processes to reduce waste

Led team of 70 for $120MM+ business in planning (supply, demand, & material), inventory management & reconciliation (internal & external sites), customer service, co-manufacturing selection & oversight, warehousing, fulfillment (D2C and B2B), logistics, and procurement. • Launched full S&OP process (demand, supply, and executive consensus), improving data visibility, KPI’s, financial and production plans • Created and revamped the structure of multiple departments to create bandwidth for future growth and developed full lifecycle planning for the vertically-integrated business, saving the company an estimated $5MM in future inventory risk by gaining critical visibility across multiple stages • Revamped inventory control practices across the supply chain to improve accuracy from ~80% to >99.5% net $ accuracy • Advised in the integration and execution of the acquisition of 3 brands with seamless continuity

Led a team of 41 for two <$5MM owned brands and an established (>$15MM) Co-Man business in warehousing, logistics, procurement, planning (supply, demand, & material), inventory, and customer service, ensuring safety, optimal workflow, and material availability. • Developed S&OP process to ensure demand/capacity were aligned & visible throughout company on CoMan and branded business • Redesigned Warehouse and Logistics teams to increase focus and efficiency, and created a new Customer Logistics department • Focused on warehouse raw material pick efficiency, improving accuracy by 19%, significantly reducing operations downtime • Focused on capacity, fill rate, and OTD for two small (<$5MM) hyper-growth brands, helping revenue grow 3X during tenure through tighter planning and visibility with a KPI dashboard • Worked collaboratively with the largest co-manufacturer customer on replenishment planning, leveraging their system more effectively and reducing inventory of raw materials and finished goods by 32% YOY, helping free up cash and warehouse space

DIRECTOR, SUPPLY CHAIN PREMIUM DAIRY 2017 - 2018 Promoted. Oversaw supply chain operations for $1B business unit, including raw ingredients movements and balancing, production planning, capacity planning, finished goods inventory, semi-finished goods inventory, waste, distribution, and customer service levels. • Advised and participated in planning and delivery of new internal full-scale milk processing plant with minimal start-up disruptions, while simultaneously drawing down volume and inventory levels across multiple copackers to insource production • Partnered with multiple cross-functional departments to reduce waste & inventory when the market shifted and usual outlets for excess milk were unavailable. Sourced and secured new partners & made decisions to enable waste & inventory reduction of >$2MM DIRECTOR, SUPPLY PLANNING AND INVENTORY CONTROL 2013-2017 Promoted. Led team of 15 in managing the North American production and inventory control division with $3B+ annual revenue at 10 owned facilities & 70 third-party manufacturing and distribution locations, including monthly S&OP process, network production layout & budget. • Coached and mentored the team to year-over-year finished goods waste reduction of $2MM beating target by 2X in 2016 • Launched >75 line extensions, including new brands and formats, and participated in multiple acquisitions with excellent execution • Core member of 2 Leadership Teams driving business direction for a Business Unit ($1B annual revenue) and the NorAm Operations team CUSTOMER SUPPLY CHAIN MANAGER 2008 - 2013 Promoted. Partnered with Sales and Customers (retail, wholesale, Club, Natural, and C-store) to drive supply chain performance. • Advised as a team member and led three sub-groups developing the Supply Chain Efficiency Program, implementing bracket pricing and unsaleable programs, saving an estimated $10MM in annual savings • Coordinated operation for successful detection of diverting activity, saving $1MM in lost revenue • Utilized sales & customer-supplied data for annual unsaleable savings projects of $1.2MM, $500K, & $2MM from 2010-2012 CUSTOMER SERVICE AND LOGISTICS MANAGER 2005 - 2008 Promoted. Led team of 12 representatives and supervisors managing 9K orders & deliveries, shipping 2MM cases monthly. • Designed and implemented a short-term order allocation process to control shortages with an average rate of control of 94% • Led customer service team through SAP Order Management development and implementation away from 3 legacy systems • Transformed low-volume SKU sourcing into mixing center operations for 45% volume decrease, netting $1.1MM savings • Recognized as an effective leader through upper-quartile scoring in Gallup Q12 survey for employee engagement CUSTOMER SERVICE AND LOGISTICS REPRESENTATIVE 2003 - 2005 Managed National Grocery, Regional Grocery, and Club accounts. Accurately entered orders into the order processing system to generate sales history, data for production scheduling, warehouse documents, carrier dispatch sheets, and invoices.

• Maintained a 98% readiness score for all Security Forces personnel, ensuring mission and deployment readiness • Awarded Senior Airman Below the Zone and promoted from E-3 to E-4 six months early, and multiple personal, flight, squadron, group, and wing-level awards won based on job performance, evaluations, and leadership

Certified Supply Chain Professional (CSCP)

APICS, THE ASSOCIATION FOR OPERATIONS MANAGEMENT

2018