Chad Zottoli: in Seattle, WA

Drive the retail strategy and execution plan for brands and sellers on Amazon.com, including initiatives and programs beyond marketplace sales. Lead a team of Account Managers and Advertising Managers to ensure client goals and expectations are exceeded, and the team receives training and development to further their careers. Look for opportunities to scale the business internally, driving growth and profitability while delivering a superior client experience. • Manage 11 clients with 2020 Shipped Revenue exceeding $XXXM • Successfully drove 48.15% year-over-year growth during the pandemic for my largest client, 5 out of the Top 10 clients for my firm • Owned Business Manager team meetings and individual one-on-ones to provide support and development • Created and Project Managed an Amazon Playbook for the entire company to help with training and development of new employees and execution of client goals

Own the retail P&L for Softlines categories (Apparel, Shoes, Jewelry, Watches, Luggage and Private Label) on Amazon.ca. Lead a team of buyers responsible for managing strategic vendor relationships and scaling selection through multiple sourcing channels. Responsible for the strategic vision, go-to-market strategy, customer experience and key inputs of selection, pricing and convenience across all categories. • Finished 2018 at 48.5% year-over-year growth for all Softlines categories combined. • Unlocked 79 US vendor territory restrictions ($21.9M CA entitlement) by working with legal and US senior leadership, allowing us to scale selection through inventory sharing with the US. • Delivered the largest Prime Day in Softlines history through deals and promotions (112.3% to goal, 120.5% year-over-year). • Partnered with compliance to launch a category-specific MVP program for the importation of high-risk kids’ product into Canada. Vendors participating in the initial pilot represent a $10.4M CA entitlement opportunity. • Scaled selection by leveraging the North American Fulfillment Network, driving 1.1M additional UPCs (83.6% buyable selection, 71.8% revenue, the largest across Team Canada).

Managed the retail buying team for Apparel and Shoe categories on Amazon.ca. • Drove 75.6% year-over-year growth for all Softlines in 2017 while increasing Net Pure Product Margin by +260 basis points year-over-year. • Recruited and developed a team of buyers resulting in the promotion of 3 out of 6 to the next level. • Trained and developed an employee as a part of the Retail Leadership Development program. • Launched new Softlines retail categories; Handbags, Kids and Softlines Private Label.

The sole Senior Vendor Manager responsible for launching the retail Shoes category on Amazon.ca. Responsibilities included engaging 102 strategic vendor prospects, negotiating terms and onboarding for launch. • Successfully launched 65 vendors in 2015 driving $21.4M in revenue for the first full year. • Negotiated +900 additional basis points over US vendor terms for our top 10 target vendors. • Developed online bi-weekly vendor training program to reduce the number of vendor queries.

Consulted with third party sellers on Amazon Services’ ecommerce solutions, with a focus on Amazon Webstore, a SaaS ecommerce platform. Executed on full lifecycle from lead generation and prospecting to close. Identified opportunities to increase operational efficiencies, refine go-to-market strategy and yield maximum results. • Initiated and led a series of internal meetings across various teams and orgs within Amazon designed to increase knowledge of Webstore product and value proposition resulting in 13 new client referrals (vs. 3 in 2012) and $700K revenue in 2013 ($24M annual run-rate). • Successfully worked with other product teams and cross-functionally to customize a solution for Billy Graham Evangelical Society resulting in $1.7M in revenue and $97K net revenues. • Closed and launched the largest client in 2013, Spiegel.com (Projected $18M annual run-rate). • Sold and managed through implementation the 3rd highest GMS producing recruited seller in 2011 ($1.25MM), Taylor Swift/13 Management. • Drove product and support teams to create and implement international Webstores (AU, CA) for Taylor Swift resulting in $971K GMS in 2012 from international sites.

Promoted to orchestrate aggressive growth strategies and drive sales for entire company, including core automotive vertical. Directed team of Regional Sales Managers and Account Executives in major metropolitan areas nationwide. • Created detailed recruiting process, sales training program, and performance management plan resulting in year-to-date growth of 49.2% through October 2009 and 41.1% total growth since promoted to Vice President, National Sales in September 2008. • Revamped account manager compensation model and established new business standards resulting in over $1M in new business sold and billed in 2009. • Implemented formal sales processes including an “initial sales training program”, email campaigns, pre-call plans, presentations, proposals, marketing collateral, reporting tools and optimized use of CRM.

One of three Business Development Managers nationwide to collaborate with senior marketing, product development and SME teams to orchestrate go-to-market strategies for Legal Process Outsourcing (LPO) Solutions division. Consulted with F1000 companies and AmLaw 100 Law Firms on cost-effective, expeditious solutions for large litigation discovery.

Held full P&L, sales, and operational accountability for leading provider of litigation technologies, software, and support services in the Pacific Northwest. Key member of executive team involved with strategic and financial planning. Monitored key performance measurements and employee development; built and managed relationships with key clients and strategic partners, and associations; directed Sales, Operations, and HR functions and teams. • Introduced new retail and wholesale pricing structure that generated a 15% increase in income. • Achieved 2005-2006 revenue growth of 25.6% for Seattle office. • Reduced variable and general/administrative expenses 26.6% in 2006. • Created electronic processing department, increasing gross margin of electronic projects by 55%.