Managed the overhaul of the IT infrastructure and implementation of an ERP system based on root cause analysis of operational and production issues affecting all stages of the business cycle. In addition to managing the IT infrastructure project and ERP implementation, I trained, coached and led nine management team members and 39 staff team members in integrating lean manufacturing and 5S practices at all levels of the organization. This required direct, supportive, and positive leadership to ensure cohesive team involvement and “buy-in.”  IT Infrastructure and ERP implementation project came in under budget by 16.2%, due to the use of Agile and Scrum project management principles to produce a minimal viable product and continuously improve upon processes throughout the implementation. Reduced raw material costs 18% on average through process changes that maximized tonnage discounts, reduced freight costs and aligned deliveries for “Just in Time” production, reducing carrying costs as well;  Stream-lined logistics by implementing new processes and tracking systems for all in/outbound shipments, which reduced delivery delays and improved customer experience; Developed new quoting processes and standardized several in-line processes that improved quote accuracy resulting in higher win rates, as well as, established production methodology for improved production planning and reduced run-times; Utilizing 5S standards, reorganized the shop floor tool room, allowing for the implementation of max/min’s on MRO goods, reducing unnecessary carrying costs and improving the efficiency of locating needed tools; and Restructured the General Ledger-Chart of Accounts, establishing department sub-accounts and clearing accounts resulting in development of department budgets, financial reporting, and improved overall insight into company finances.

Conducted gap analysis to establish market viability of FormFit product.Defined target market and market size for most efficient market entry. Developed financial models to maximize revenues and investor returns while decreasing customer costs by 84.27%.Established product development road-map from concept to market.Compiled all analysis in powerful presentation for investor.

Completed full analysis of business operations, inventory management, and marketing, resulting in 2 year plan to profitability from $500k net loss. Redesigned tailor shop processes, resulting in a 25% reduction in cost and 67% increase in productivity. Implemented inventory tracking and auto-replenishment system, tripling inventory turn, improving cash flow, and increasing gross margins 12%.

Managed and serviced a mulit-faceted region which encompassed 15 states and two distinct wholesale businesses; independent stores and national chains. Coordinated and set-up the company booth for the industry trade show hosted in Chicago two times a year. Grew business consistently year-over-year through excellent analytical and interpersonal skills.Independent Stores On track in FY2017 for over 1 million dollars wholesale volume rank and grew region over 3 years from $525K to $925K in sales to become the number 1 wholesale volume rank out of six regions. o FY2016 19.44% increase by continuing to maximize on established relationships and increased market share.o Increased deliveries in FY2015 by 15.21% through improved market share as well as new account acquisitions.o FY2014 added 28.1% through new accounts and existing accounts.  Achieved growth within independent stores by establishing and building relationships which allowed me to consult on inventory levels and establish “max/min” inventory management; thereby, providing me with a consistent flow of repeat business and increased sales volume. National Chains Number 1 national chains sales volume rank ($10M+) out of six regions with continuous growth. o Increased retail level volume in FY2016 by 6.88% increase vs. company average of -0.8%.o Increased retail level volume in FY2015 by 19.38%.o Increased retail level volume in FY2014 by 61.44%. Serviced, coordinated and collaborated directly with buyers, district managers, department managers, in addition to sales staff to maintain proper inventory levels while communicating the value, quality, repeat customer satisfaction, and profitability of David Donahue apparel.

Managed a $8.5M department with 10 quota performing employees where we had strong increases ($1.8M Q4 v. $1.6M Q4, 15.3% inc.) to finish FY 13 #10 in the company v. #13 LY (Improved rank 3 positions in Q4).Educated sales associates on product information to improve customer experience, and sales while reducing return rates. Successful vendor launch (#1 Sell-thru) of new vendor through education and merchandising which resulted in being recruited by vendor based on performance

Responsible for overseeing 18 employees to achieve department and productivity goals for $11.5M department by developing and executing a business plan. Hired, developed and educated new sales associate in/outside the department to drive additional volume.Continuous dialogue with buyers to ensure appropriate product distribution to maintain department profitability. Planned and executed 3 new vendor launches.

Increased designer label sales from #4 volume to #1 volume in the company by educating, training, and team selling with associates to improve the department bottom line.Maintain and improve vendor relations to have the most effective information to improve closing ratio on designer labels.

Responsible for maintaining customer relationships with the top 2% of Nordstrom clientele, while cultivating the top 10% for continuous book of business.Develop junior associates to improve and maintain customer experience expectations.

Top performing sales associate - consistently in the top 10% monthly of all sales associates which lead to my first promotion with the company after only 3 months.