• Manage Youth Athletic Apparel business consisting of boy’s, girl’s and 4-6X apparel with 5 vendors (inclusive of 1 private brand) . In 2014 achieved 36% sales increase (+35% in 2013). • In conjunction with the senior buyer, develop aggressive growth financial plans for 2015 that are supported with identified assortment gaps and future opportunities for the area. Ensure allocation strategy aligns with the overall inventory flow strategy and identify any gaps to maximize future inventory productivity.• Support, manage and develop the boy’s apparel planner in the area by creating an encouraging environment for questions, growth, and future opportunities.• Communicate and collaborate with vendors to align on sales and receipt forecasts to ensure the vendors are able to support the forecasted demand. Identify potential variances and create strategies to maximize sales and profitability.• Instrumental part of the continuous growth in this category by monitoring in-season business to identify opportunities in sales, margin, and turnover to meet or exceed the plan. Frequently creating ad hoc analysis and in-season category and item level forecasting to establish inventory levels that drive sales and profitability. • Influence business partners across the organization by presenting sound analysis and impacts to the overall business.• Member on Process Improvement committee contributing ideas, solutions, and actions to be put into place helping to improve the workflow process and overall productivity of the organization.

• Managed women’s Nike athletic apparel business. In 2014 achieved 30% sales increase (+14% in 2013). Developed financial plans for 2013 and 2014 that aligned with strategic goals of division and company. Weekly communication with vendor to maintain tracking on replenishment, as well as other committed orders, and executed actions needed to maintain proper inventory levels to successfully drive the business.• Influential part in successful execution of women’s expansion initiative in November 2013, completed in May 2014 (410 stores). Secured $6M in additional orders (within weeks) to set the first 272 doors in November. Performance in expanded doors has been consistently +25% compared to balance of chain +5%.• Spearheaded the importance of increasing January receipts in 2013 to set spring product early and built the financial plan with EOS A/S inventory +14.8% and January receipts +84% to LY, resulting in Q1 business +35% to LY. Due to this success, other brands have mirrored this receipt shift in 2014. Team was recognized at Q1Team Meeting for outstanding performance and results compared to LY and PLAN.• To maintain the momentum of the brand throughout the years we chased over $12M in product that continued to outpace original sales plan.

• Managed business inclusive of women’s apparel, kid’s apparel and headwear. Women’s apparel achieved 12% sales increase and Headwear 15% increase in 2012. Interact daily with 8 vendors (national and private label brands).• Heavily partnered with planning team to establish spring 2013 financial plans. Planning sales +18%, +172bp increase in GM, and increasing turn by 15 points. The financial plan was supported by the assortment alterations of growing under penetrated brands with high gross margin.• Collaborated with men’s apparel merchant and planning partners to develop a 3-year strategy for GG Golf Apparel. Set goals to grow apparel business penetration, significantly driven from Private Brand growth. • Played a key role in new store development for GG’s first 40k square ft store by participating in floor plan conception, graphics, signage, new fixture packages and assortments specific to the new store.

• Managed business inclusive of headwear, socks, and belts. Achieved +29% sales in 2011 (+31% in 2010) while also increasing GM by 158bp and weekly turn 16 points. Interact daily with 15 vendors (national and private label brands).• Drove +21% sales for socks in 2010 by creating and executing initiative in all doors inclusive of adding new product, vendors, in-store merchandising and signage • Increased 2010 headwear business 29% by adjusting the strategic vision by additional assortments and brands, new fixtures, and signage. • 51% sales increase for belts in 2010 by developing a Good, Better, Best belt program. Contributing to the increase was reacting quickly to in-season business: Identified down trend in current assortment, switching into new program that was having proven success in Golf Galaxy, negotiating markdowns supported by vendors to reduce inventory on slow selling styles.

• Assisted the buyer in successfully managing women’s outdoor apparel, consisting of assortments for 7 key national brands and 1 private brand (achieving $8M sales the initial year and growing 13% in the first year, Nike ACG)• Achieved $7M in sales the initial full year of integrating the surf/skate business into the new California market with the acquisition of Chick’s Sporting Goods. Developed regionally relevant assortments for each store consisting of 11new vendors to the company.• Drove Columbia Sportswear business in 2008-2009, inclusive of development and launch of Columbia GRT (exclusive brand). Created assortments, negotiated opportunity buys, cancellations and markdown assistance.

• Participated in program that exposed me to a broad range of business activities: Allocations and Replenishment, Buying, Merchandise Planning, and Stores.• Analyzed multiple data points and made recommendations to help drive sales, gross margin, and turn in all areas of training.• Made data-driven recommendations on the product assortment available to our customers both in our stores and through our online portal.