Amy Wagner Email & Phone Number

I am currently seeking my next opportunity and can be reached via LinkedIn.

Akron, Ohio, United States

Owned the lifecycle management of multiple jewelry brands including Vera Wang & Kirk Kara. Negotiated vendor returns and speed to market opportunities to ensure open to buy for newness. Analyzed SKU performance to quickly react to trends. • Grew Pnina Tornai bridal to $30M by expanding anniversary bands and introducing a lab created diamond collection. Managed the relationship with the designer to develop strategy, update product assortment and ensure innovative marketing content. • Developed national fashion jewelry brand as an exclusive bridal launch for 2025. Worked directly with designer to develop a 30 sku assortment. Negotiated cost structure, in-store displays, store training and establish a marketing strategy. • Created online exclusives for ecommerce growth including additional brands, white space opportunities and SKU expansions.

San Ramon, California

Led the growth of $80M retail pro shop including the management of 4 merchants within apparel, accessories, nutrition and consumables. • Achieved 50% sales growth in Accessories due to the introduction of electronic massage devices. Worked closely with marketing & fitness teams to launch recovery initiative for club members including demonstration models, training protocols & sales incentives. • Managed the relaunch of private label Apex supplement brand including the sourcing of new vendors, rebranding of packaging, instore marketing, signage and updated planograms by club sales segmentation. • Transitioned drinks assortment to distributor model with 10% improvement to margin year over year. Negotiated contract to ensure cost savings, vendor funded coolers & maintenance, and standardized weekly flow of goods.

San Francisco Bay Area

Managed a $330M three merchant Kids apparel team. Collaborated with financial planning, inventory management and marketing to create compelling assortments and drive top line sales. • Converted private label underwear & sock brands to in-house production, saving 10% in gross margin productivity. Managed the development of an updated production calendar, fit specs & fabrications. • Identified 10% cost savings for top 20 key item programs by negotiating directly with import vendors and leveraging fabric & production across the division. • Slashed unproductive SKUs by 35% to enhance productivity and effectiveness while maintaining sales goals.

San Francisco Bay Area

Managed marketing and circular process for entire Kids division ensuring financial expectations were met while providing clarity of offer to the customer. Created weekly ad tracker for the division to manage pricing. Worked closely with digital online team to ensure proper quantities and placement.• Improved profitability of Kid’s sleepwear programs by shifting license vendor base and adjusting fabrication and pack size for private label Joe Boxer brand. • Mentored and promoted 10 assistants and associates on team. Helped manage Buyer Apprentice Program for the division. • Worked closely with General Merchandise Manager to help transition the Kids apparel team from Hoffman Estates to San Francisco offices. Assisted in determining operational needs and was a training lead for all newly hired merchants.

San Francisco, Ca

-Managed the assortment planning, merchandising and marketing of a $110 million dollar apparel business.-Categories of responsibility included infant/toddler boy and girl swimwear, sleepwear, accessories and all infant/toddler boy apparel-Oversaw development of a $60 million dollar private label business while assorting fashion brands including NSS, Miniville, Dickies and license.

San Francisco Bay Area

Analyzed market trends, assessed competitive pricing and did aspirational shopping to develop compelling assortments.• Created strong relationships with domestic vendors by attending New York Market and the Girls/Juniors LA Market weeks for the development of fashion denim, apparel and license product. • Improved profit by increasing margin and managing promotional activity more productively. Used vendor relations to negotiate end of season subsidy to offset poor performers. • Grew the Fashion Separates business by 10% by introducing new collections more regularly and securing additional space with the Kid’s department.

San Francisco Bay Area