Recruited by the CSCO/CIO to lead distribution center (DC) operations, transportation, supply chain analytics and financials. Manage a team of 24 associates across multiple functionsMajor accomplishments (on-going):• Leading the retail division through a major supply chain strategy change which involves exiting the current retail 3PL (third party logistics) and moving operations to the wholesale DC network• Nominated to lead the IT organization upon the CIO’s departure• Successfully pitched a post purchase and returns solution to senior leadership (Narvar) to generate annual savings of $0.4M, and leading the implementation efforts for a Q1 ’25 launch

Responsible for oversight and management of a $40M ECOM P&L, as well as global sales planning for the retail division of GIII. Manage a team of four associates Major accomplishments:• Promoted to the executive leadership team in July• Instituted a data driven approach to all aspects of the ECOM business which included modeling the full demand to net sales journey, and a deep dive into the areas of shipping, returns, performance marketing and customer service. The analytics resulted in savings of $4 per package in shipping, $1 per package by raising return fees charged to customers, renegotiation of performance marketing contracts (reduce agency fees & eliminate minimum spends), and improved demand forecasting for the call center to optimize staffing needs

Expanded scope to include oversight of the Inventory Control team- Own the physical inventory processes across all channels of distribution with related analytics (shrink, mark out of stock, cycle count adjustments). Ensure highest levels of inventory integrity across all entities by partnering with the field and DC operations teams. Work with external auditors on inventory reviews- Created a taskforce to identify and measure the drivers of inventory SKU integrity across the store fleet. Implemented best practices that improved inventory integrity / accuracy from 68% to 75% over three quarters

Selected by senior leadership to establish business processes, implement forecasting tools, and own corporate analytics across the stores and ECOM channels for a $150M multi-brand retailer. Work cross-functionally across all levels of the organization to identify business opportunities/risks (R&O), improve profitability and support future growth initiatives. Manage a team of three associatesMajor accomplishments:• Conceptualized, designed, and spearheaded the implementation of three key in-house merchandising applications to support the business teams – a Pricing Tool, an Open-to-Buy (OTB) module and the Allocation system. The projects resulted in savings of over $0.5M versus buying off-the-shelf solutions • Key partner in transitioning supply chain to a new 3PL and exiting legacy DCs. Responsible for the initial financial ROI, capacity planning, inventory management, key integration decisions and on-going business processesOther achievements:- Assess international pricing premiums and MSRPs via competitive studies- Own the creation, management and governance of Merchandise Planning master data (MDM), including key product and location attributes and hierarchies- Own the strategic roadmap for the corporate business intelligence tool in partnership with IT leadership- Oversee all aspects of the movement of product from overseas and domestic vendors to DC, and DC to stores, along with associated analytics and financial projections

Head all corporate FP&A activities, including the forecasting and management of the consolidated P&L ($2.5B in annual revenue), seasonal budgets, monthly forecasts, long range plans (LRP), board decks (BOD), investor relation presentations and month-end / quarter-end close. Key constituents include Brand VPs, segment CFO, Ascena CFO and CEO. Manage a staff of four associates across multiple functionsMajor accomplishments:• Improved the accuracy of monthly revenue projections from the merchandise planning team by constructively challenging assumptions via tops down analytics to vet the numbers, enhancing the existing process• Simplified the LRP process and modeling by reassessing the division of labor between the corporate finance and brand finance teams. Efforts reduced 15-20 collective man hours per update for changes in assumptions, improving delivery times to the Ascena CFO• Spearheaded the Hyperion (financial forecasting suite) implementation project to overhaul the legacy COGNOS tool, leading a team of five consultants to execute the project within budget and on time• Managed the incentive compensation forecast for the company, bridging topline revenue changes to bonus targetsOther achievements:- Oversee the Supply Chain finance function (purchase price variance for inbound freight). Key constituents include the segment head of sourcing- Process and change management lead for all Ascena/Corporate driven deliverables; collaborating across various cross-functional stakeholders to ensure seamless execution

Manage Tory Burch’s corporate Open-to-Buy process – annual plans, monthly re-forecasts and LRP – over $1.0B in annual revenues globally across Domestic, International and Wholesale channels. Continuously monitor business trends to identify strategic opportunities to increase gross margin and optimize inventories. Manage a staff of three associates Major accomplishments:• Headed global revenue forecasting for over 200 stores and demand planning for the domestic website, using projections to influence business unit OTBs, DC labor hours, store payroll and drive various key performance indicator (KPI) sensitivities around traffic, conversion, and average order size. Improved analytics / topline forecast accuracy enhanced trust with the COO and senior leadership team• Responsible for evaluating and managing international pricing premiums via external competitive benchmarking studies and internal regional alignment. Led quarterly pricing meetings to recommend changes to regional MSRPs. Attendees included the international segment presidents, global CFO and CEO• Provided recommendation to change rounding of domestic ticket prices to add over $5M in annual incremental gross margin. Led a global cross-functional task force to ensure end-to-end executionOther achievements:- Business lead in the conceptualization and implementation of JDA Enterprise Planning (inventory forecasting tool) and the International Pricing Tool (home grown pricing system)

- Report on, and strategically manage Coach’s corporate inventory and merchandise gross margin at the consolidated and channel level. Explain financial gross margin changes at the product level using channel mix, price-cost mix, promotional activity, FX fluctuations etc. bridging finance and product margins- Analyze corporate ‘Excess’ inventory and devise strategies to liquidate at the highest levels of profitability. Determine appropriate levels of obsolescence reserves by category and age of inventory- Responsible for managing the analytics and execution to destroy two million units of inventory as a part of Coach’s brand transformation strategy. Key collaborators were the regional merchant and planning heads - Created a price bucket analysis to highlight the complexion of international selling premiums and gross margins across key MSRP tiers. Results used by senior merchants to balance profitability with product investment depth across top selling classifications- Evaluate price positioning, international premiums and pricing impacts to gross margin- Partner with costing and merchandising teams to understand product wholesale margins and translate to equivalent retail margins- Support the monthly close / forecast processes, annual operating plans and quarterly earnings calls

- Manage the corporate level sales, gross margin and inventory planning processes for a $1.8B specialty retailer with over 1000 stores across North America. Collaborate with business segment leaders to architect three year plans tied to organizational strategies and create robust financial models to develop margin, inventory and expense targets to support these plans. Track performance to plan and lead cross-functional meetings to present analyses and recommend possible courses of action to mitigate business risk

- Assist with the annual business expense plans, monthly forecasting process, P&L management and preparation of the business results deck- Partner with internal business operators in managing a non payroll budget of over $0.5B across the Store fleet, Sourcing, QA, Design, Marketing, Loss prevention and Customer Service areas. Manage the P&L earnings by issuing appropriate expense challenges and working with operational partners to ensure that the cost savings initiatives are realized- Used financial modeling and data mining to create actionable expense saving opportunities of $1.0M+ across key P&L areas of credit card fees, store pre-opening & occupancy, store impairment and depreciation- Created revenue and comp models to improve analysis at the store level and empower the sales planning teams- Improved the capital expenditure (CAPEX) management and forecasting process across the Stores, IT and DC areas (over $50M in annual spend) by creating and standardizing variance reporting, setting quarterly spend targets and building stakeholder trust via information transparency and increased frequency of communication, which resulted in annual savings of $2M to plan - Champion process automation and information streamlining, constantly assessing validity of existing reports and creating new reporting for the CEO as required- Collaborate with the core Hyperion team to identify internal reporting issues and ensure data integrity- Directly manage financial analysts, overseeing all reporting - sales for internal and external customers, comp reporting, store contribution reporting, store metrics repository housekeeping and ad-hoc analyses - Support cross functional finance teams during the monthly close and quarterly earnings process

Identified opportunities for increasing revenue and lowering cost and for overall increases in efficiency. Performed monthly audits, capacity and workflow optimizations, evaluated profitability of new commercial initiatives and developed analytical tools for various business units