Carrie Welch

Chief Executive Officer

Kindred Bravely

Sep 2024 - Current (1 year 10 months)

President & Chief Operating Officer

Curology

May 2022 - Dec 2023 (1 year 8 months)

OVERVIEW: I was recruited and hired as COO to build and sustain best-in-class operations to support future growth; I was then promoted to President within 2 years. Led a team of 450+ across 4 facilities and multiple remote locations, reporting directly to the CEO. I oversaw all Medical, Pharmacy and Operations functions, with an emphasis on 4 strategic pillars: - Growth - Optimization - Patient/Product Experience - Leadership During my nearly four year tenure, I made a significant and lasting impact on the success of the organization in multiple areas. HIGHLIGHTS: ★ Drove restructure of the business and eliminated a 9-figure total in expenses beginning in 2022 as profitability became the #1 focus. ★ Delivered low 8-figure total

Chief Operating Officer

Curology

Apr 2020 - May 2022 (2 years 2 months)

Chief Operating Officer

Vivino

Jan 2019 - Dec 2020 (2 years)

OVERVIEW: I was hired to leverage my leadership strength, commercial experience, digital/e-commerce background, and expertise in multiple functional areas to grow a world-class operation. Personally, I had to make the transition from my extensive large company experience to a small, lean tech start-up environment. In this role, I oversaw the supply of wine offered through Vivino's marketplace in over 17 countries, managing all operations and the customer experience for both buyers and sellers. Leading teams worldwide, with primary offices in 3 countries, remote offices in 17+ countries, and outsourced partners in Portugal and the Philippines, I reported to the CEO. I faced several goals and challenges in this position, including: - Ma

SVP – Strategy, Digital Experience, Supply Chain & Business Operations

Charlotte Russe

Jan 2012 - Dec 2018 (7 years)

OVERVIEW: I was recruited and hired by my former supervisor at Old Navy to lead all aspects of the Strategy & Business Operations for an organization that generated a high 9-figure annual revenue total. Subsequently, my role was expanded to include Supply Chain, Allocations, eCommerce Operations, and Digital Experience functions. Initially, I focused on a 3-part goal of growing the business, building operational excellence, and serving as a strategic partner to the CEO and Executive Leadership Team. I then adjusted the focus towards expanding the organization through alternative paths against limited investments and other challenges. As a successful facilitator on a 7-member Executive Leadership Team, I served as a vital strategic partn

SVP – Strategy, Merchandise Planning, Logistics & Allocations

BevMo

Jan 2008 - Dec 2012 (5 years)

OVERVIEW: I was recruited and hired by a former peer at the Gap Inc. and the Chairman of the Board/Private Equity Partner to oversee the Strategy & Planning operation. Soon after, I gained leadership of Allocations, Logistics, and Merchandise Planning. As the SVP, I directed teams in managing inventory (9-figure total) and the distribution of 12K unique products (~400 different suppliers to 130 locations across 3 states). An important challenge in this role was to grow the company from a 79-store to a 130-store organization in 5 years – while proving the portability of this specialty beverage store concept by expanding it beyond California. Working jointly with the President and CEO, we created the organization’s first strategic plan and

VP – Business Operations

Gap Inc

Jan 2006 - Dec 2007 (2 years)

OVERVIEW: I was brought back to the Gap following my previously successful tenures with the company and its key brands. In this VP position, I led an interdisciplinary team of 25 in Operations, Finance and HR. Setting and executing the strategy for our core business operations, we focused our efforts on a 3-part goal of reversing brand under-performance, driving continual growth, and creating sustainable capabilities. HIGHLIGHTS: ★ Reduced annual operating expenses by a 9-figure total while increasing margins and productivity by teaming with the President and CFO to build a sustainable business model. Led the complete redesign of the operating model, core processes, and overall organizational framework.

I

Strategic Advisor

Independent Consulting

Jan 2005 - Dec 2006 (2 years)

OVERVIEW: Between my tenure with Gap, I provided consulting services to the senior management teams of high-profile client companies. Leveraging expertise and support for strategic planning, change management, and business growth, I oversaw the development of business plans for each initiative, including the following: key objectives; resources needed; cost and timing factors; critical deliverables; success measurement; and impact assessment. As a Strategic Advisor, I created a series of standardized processes, tools, and policies to ensure the successful implementation of long-range strategies. Additionally, I collaborated with functional-area leads on strategy implementation and with HR team members on change management integration. H

Senior Director / Director

Gap Inc

Jan 2002 - Dec 2005 (4 years)

OVERVIEW: Senior Director – Business Development, Forth & Towne (2004-2005) Director – Business Development, Office of the President & CEO (2002-2004) I was interviewed and hired by the Gap’s new CEO & President following a direct recommendation from the CAO. I was tasked with developing the company’s new Forth & Towne brand (focused on an under-served “women-over-35” demographic). Developing and presenting a comprehensive business plan to the Gap, Inc. Board of Directors, I planned and managed an 8-figure development budget along with building the long-term P&L strategy. As Senior Director, I worked closely with the President and CFO in overseeing all aspects of the new brand, from executing the launch and developing the long-term oper

Director / Senior Manager

Gap Inc

Jan 2001 - Dec 2002 (2 years)

OVERVIEW: Director – Strategy & Business Development, Old Navy (2002) Senior Manager – Organization Development, Old Navy (2001-2002) I was promoted by the Brand President to the Director role in order to institute a formal Strategy function within the brand and pave the way for business expansion opportunities. Overseeing the long-range planning for the brand, including a significant shift in strategy, I delivered quarterly presentations to the Gap’s Board of Directors and prepared monthly business updates for the President of Old Navy. I led the team in the full-scale rollout of all brand initiatives through partnerships with interdisciplinary leaders to create growth and category extension plans. As a Senior Manager, I provided coach

Senior Consultant

accenture

Jan 1997 - Dec 2000 (4 years)

OVERVIEW: As a Consultant, I partnered with Fortune 500 and e-commerce clients across various industries, including: Retail Banking; High Tech/Communications; Media & Entertainment; Utilities; and Healthcare. This role was the starting point for my career, and it enabled me to gain valuable experience in managing and meeting the expectations of high-profile clients- each with unique needs.

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