- Leading high-growth retail/consumer organizations as a Fractional CEO/COO, Strategy Consultant, and Advisor.- Scoped, led, and executed company-wide projects for high-growth DTC medical eyewear company, yielding targeted recommendations for current product line improvements and $100M annual opportunity for market/product expansion.- Evaluated, negotiated, and selected 3PL to support business expansion for premium activewear company, resulting in $1M in duty savings and no impact to order and shipping lead times.- Strategized and built operations, systems, data, and partnerships functions for early-stage DTC women’s retailer; achieved scalable end-to-end processes and 15 brand partnerships.- Provided strategic leadership and guidance to cross-functional teams for omni-channel women’s retailer, resulting in increased clarity and accuracy in data, metrics, and $3M+ in financial reporting.- Advise prominent consulting and VC/PE firms on profitability enhancement, supply chain, product strategy, market sizing, and company cultures; insights help firms better understand industry dynamics and investment opportunities.

- Led internal and external cross-functional planning and execution of daily operations and peak holiday periods for $250M business, resulting in close to zero delays in processing and shipping lead times during time of triple-digit growth.- Directly managed a team of 40+ and led internal and external teams of 100+; reported to Co-CEO.

"Right hand" to the CEO of REVOLVE Owned Brands. Scope of work expanded rapidly across all years. Directly managed and built large teams.Key accomplishments across the four years:- Led 200+ member teams and managed $400M+ P&L and strategic planning efforts, resulting in 10x SKU increases and consistent triple-digit YOY revenue and EBITDA growth.- Shepherded division-wide efforts to drive operation/data/financial clarity, standards, and procedures; achieved successful IPO in 2019.- Led teams to continuously develop, implement, and refine end-to-end operational processes; results include zero errors at year-end inventory audits, 3x efficiency gains in inventory pick times, +25% increase in on-time deliveries.- Organized and led cross-functional project team to design and build new systems, led 120+ team member migration efforts; project doubled work efficiency, turnaround times for data and insights decreased from 2-3 days to <1 hour.- Created and rolled-out organizational and people development initiatives, efforts led to 85% team member satisfaction in the first climate survey.

Developed Trade spend strategy for high-growth natural beef company: led data analysis and market research efforts and provided recommendations on annual spend for $10M budget.

2MAVEN is a fashion technology company that provides online personal shopping services for men. Many men hate shopping for clothes but want to look good. Our mission is to make their lives easier by getting to know them and delivering the clothes they need, straight to their door.- Assessed $2B market and product feasibility, designed and tested early concepts, built initial data structure and tables.- Mobilized team of six to create online and offline MVPs; tested, iterated, and implemented findings for product adoption.

- Led market entry strategy for company to enter Brazil: defined project scope, set milestones and deliverables, conducted research and analysis, and developed actionable recommendations for company’s executives. - Received MBA credit; had world-renowned Strategy professor as advisor and received high distinction final grade.

- Drove e-commerce growth for international omni-channel retailer: led internal and external research to develop best practices, case studies, and recommendations, yielding 40% increase in e-commerce penetration and sales growth.- Researched and synthesized macroeconomic trends to create the 2013 Consumer Insights deck that was used by senior executives to develop the new fiscal year business objectives.- Selected by VP/Head of Strategy as lead MBA intern to create annual Board of Directors presentation.

Rotations in Finance (General Management program) through four functions: Marketing, Internal Audit, Logistics, and Field Sales.MARKETING (Pillsbury Division, December 2010 - June 2012) Managed the Club and Small Format channels for the Pillsbury division. Responsibilities included overall P&L management of $300 million business, leading pricing and profitability analysis for new product launches, and monthly financial reporting. Led cross-team effort to increase profitability on worst-performing SKU by $1.1 million annually. Collaborated with marketing, sales, operations, R&D and finance to successfully launch 15+ new products. Developed extensive pricing model to assess revenue/cost/profit impact on entire business portfolio. INTERNAL AUDIT (Shanghai Business Unit, November 2010) Selected as short-term auditor. Realized a critical control deficiency that was highlighted as a top area for business process improvement, resulting in mitigation of inventory order risk compliance. LOGISTICS (August 2009 - November 2010) Managed financial reporting for over $1 billion+ in domestic inventory. Led group of 20+ logistics managers to develop new process for monthly inventory estimates in order to reduce inventory carrying costs. FIELD SALES (July 2008 - July 2009) Led finance efforts for 2 US sales regions, which comprised of approximately 20% of domestic revenue. Created customized financial reporting for a new sales region to grow customer delivery volume while reducing costs by approximately $500K. Led roll-out efforts and trained 30+ sales managers on new reporting.