Andrew Hogenson Email & Phone Number

Bellevue, Wa, Us

New York, Ny, Us

As a Partner & Managing Director with AlixPartners I will be working with retailers to drive transformational change. I leverage the power of AI & Machine learning and provide counsel to businesses to drive positive impact in all areas of business including supply chain, marketing, personalization, and much more.

Bangalore, In

Corp profile: An $18.2B leader in next-generation digital services and consulting with 330,000 employees Responsibility profile: Tasked by the CEO with responsibility to grow the Consumer Goods, Retail and Logistics and Supply Chain businesses. After one year exceeded targets by over 30% and exceeded margin targets by 25%. Grew revenues in year 1 by 38% and year 2 by 24%. Achievements:Technology Alliance Partnerships• Elevated executive conversations with SAP and Blue Yonder to drive the go-to-market relationship with Infosys to a more business value focus leading to better partnering in client pursuits.Brand Building• Building Infosys brand in the market both through direct client interaction as well as marketing exposure. Have been on NBC Nightly News with Lester Holt multiple times as well as the Today Show. Interviewed by numerous publications and blogs on both Supply Chain topics as well as consumer topics including Wall Street Journal, US News & World Report, Fortune Magazine and NBC Digital. Speaker on Infosys Consumer Spotlight series.Intelligent Automation & AI • A leading food & beverage manufacturer needed to enhance their supply and demand planning process. Current process involved a significant amount of manual intervention, lacked market intelligence and did not have a mechanism for considering supply constraints. I led the design and proof of concept for Autonomous end-to-end planning leveraging AI and Machine Learning, driving forecast improvement, FTE optimization, inventory improvements and an increase in case fill rate.• A large grocery wholesaler/retailer struggled with cost inefficiencies and excess headcount driven by significant process variations across business units. I led the design and business case development for intelligent process automation leveraging robotics process automation in their marketing and merchandising functions. Developed first wave of bots to automate and harmonize several key processes.

London, Gb

Corporate profile: A $36.4B Global Audit, Tax, Transaction Advisory and Advisory Services Firm with 285,000 employees. Responsibility profile: I was recruited and charged by multiple Partners to serve in an advisory capacity for Retail and Consumer Goods with a $6M OPEX, $15M Revenue Goal and employee bases of between 20 to 60 (per-assignment). I built teams to target and secure new business in the Retail and Consumer Goods sector. West Coast competition was years ahead in retail and consumer goods consulting. Over 4 months, I assembled a team of internal candidates, hired, trained, and mentored new hires, targeted potential clients, and developed a systematic approach plan. We secured business with numerous marquee accounts within 90 days and transformed market perceptions of EY capabilities. Other markets within EY adopted these business development tactics. The following were achieved on behalf of EY clients:Achievements:Business/Technology Partnerships• In the wake of the California Consumer Privacy Act, I was tasked by the leadership of an industry leading warehouse club retailer to craft a data solution to ensure legal compliance and improve customer engagement. I facilitated cross-functional meetings and navigated disorganization with current data structure to support Legal and IT in development of the solution. This restored visibility and order to the client’s data and became the compliance benchmark for all future privacy legislation.Operational optimization• With a goal of doubling revenues by 2025, I was retained by the CEO of a multi-billion-dollar Global Apparel Manufacturer & Retailer to establish the infrastructure to improve profitability and expand globally. Initiated an investigation, led teams to develop solutions and designed transformation processes, policies and technologies. These efforts are expected to deliver on targets and have elevated insight into regional and operational areas of improvement.

Dublin 2, Ie

Corporate profile: A $43.2B Global Services Firm with 505,000 employees. Responsibility profile: As Accenture’s Retail Lead of the Pacific Northwest, I reported to the Partner, North America Head of Retail with a $20M OPEX, $40M Revenue Goal and 10 to 200 employees per-assignment. My duties included hiring and assembling teams, securing new clients and building overall business in my region.Achievements: Global Business TransformationsAn inefficient supply chain and disorganized processes/systems hindered this industry leading global Food & Beverage Retailer’s growth. Their C-Suite tasked me to reverse trends in a first-of-its kind global initiative. I built a team of 65 and together, we developed streamlined processes including a “suggested order” push mechanism. I also instituted new decision-making processes, and led training globally. Within 90 days of implementation, this repaired supply chain issues, exceeded inventory reduction expectations (12%, self-funding the program), and enhanced global visibility in sales and inventory tracking.Global/International/National Expansion• An industry leading warehouse club retailer announced a store opening in Spain but lacked local presence or market knowledge. I was commissioned by the CFO, CIO and International EVP to develop an opening roadmap and an operational support office in Madrid. Under a tight, 9-month deadline, I secured a team for the program, provided advisory guidance, and drove client review and acceptance. The store opened on time and utilized a new standard platform that improved financial reporting. This expansion strategy was replicated in other markets, including China.

Dublin 2, Ie

Operational optimization• In the wake of growth exceeding capability, I was tasked by the Global Head of Supply Chain of a Global Sports Apparel & Footwear company to improve four years of supply inefficiencies causing customer dissatisfaction and elevating costs. To restore order, I created and instituted product segmentation processes and generated multiple supply chains customized to specific product categories. These changes reduced inbound order lead times and outbound order fill times, and improved fill accuracy and timeliness, quality, and brand image, which delivered NPV of $274M over 5 years.Legacy Modernization• An industry leading warehouse club retailer’s outdated technology, processes and systems inhibited any prospective attempts to grow business, and half a decade of attempts to modernize failed. The CFO and CIO commissioned me to deliver a modernized platform and institute change management to drive adoption. I led a team through a 3-phase, large scale ERP implementation domestically and offshore. This shortened quarterly and annual financial closing from 2 weeks to 2 days, provided a self-service HR portal for employees, delivered a self-service membership portal, enabled future growth and drove significant efficiencies in Finance, HR and Membership. The new platform was adopted globally.Marquee or Key Account Capture• Accenture had failed to build business in the Pacific Northwest for half a decade. I was charged by the Head of Retail NA to reverse trends. Over the first 120 days, I facilitated several networking and thought leadership events, including roundtables and a “who do you know” campaign. We leveraged all relationships and recruited additional retail talent to acquire business. Within the first year, this secured 3 marquee clients with an 8-figure market value and today, the Pacific Northwest Retail is a top producing region, significantly exceeding expectations.

Corporate Profile: A $600M Supply Chain Software Company with 4,000 employees. Responsibility Profile: In my last role with Manugistics, I reported to the CEO with a $5M OPEX, $50M Revenue Goal and 30 employees with 10 direct. I negotiated and implemented the go-to-market relationship between Manugistics and IBM.

Responsibility Profile: Reporting to the CEO, in this role, I functioned as the Head of Global Services for the organization. Launched a stratified services organization with a business-focused layer (Global Business Services) and a product/technology-focused layer (Global Solution Services). Grew services revenue internally by 42% over two years while establishing stronger relationships with key systems integration partners. Launched client-focused care team to manage client relationships both during and post implementation. Significantly increased customer satisfaction levels.

Responsibility Profile: When I started with Manugistics, I reported to the CEO as Global Head of Product Development and was in charge of optimization of the product development processes, improving product quality and building the development team.Achievements:Team Building / Mentoring / Operational Optimization• The Product Development department suffered from 2 years of high costs, quality issues, and difficulty with on-time delivery. The CEO called upon me to restore order. Over 120 days, I restructured leadership team, and crafted a new compensation structure and product development process. My team instituted quality and customer engagement councils and we consolidated two office locations. These efforts enhanced engagement between departments and customers and improved on-time delivery. Was promoted to SVP Global Services as a result.

Master Of Business Administration - Mba, Business Operations

Bachelor Of Science - Bs, Mechanical Engineering