Led a team of planners and analysts while partnering with DMM to oversee/lead Merchant buying team for Home division. Home volume of $246M across 700+ locations for both Stage omni-channel department stores and Off-price Gordman's chains. Developed, executed, and communicated financial targets and plans that supported the stated merchandising strategies as well as the company's annual goals. Led all the financial planning, revenue forecasting, and reporting for the Home division. Implemented planning strategies that supported the growth plans, while lowering inventory and turning inventories faster. Drove and managed the OTB process monthly with all forecasts and projections and recommended changes my team needed to execute. Presented OTB monthly to management with recommendations and business update.Responsible for all replenishment and its full life cycle - planning and projecting of units, analyzing items' productivity and profitability seasonally, decision tree on item presentations min/max by volume group, and working through replenishment life cycle to exit profitably.Owned the inventory and managed its life cycle from time of receipt in the DC thru product placement, promotion, and final markdown cadence. Directed and oversaw the markup and markdown cadence in all categories necessary to ensure profit goals and stock turnover rates were met and exceeded.Supported buying and planning teams, assisting them in formulating action plans by providing them with category analysis and data as well as weekly forecasting and planning of sales and inventory levels.Trained, mentored, and developed staff to promote into next level job. Recruited on campus and interviewed for the company's Executive Trainee program. Taught classes for the newly hired executive trainees.

Strong planning partner with annual volume responsibility up to $50M - stores and e-commerce model. Developed strategic financial plans that supported the merchandise/category strategies. Managed sales and inventories while maximizing margins and increasing turnover rates of each category of business. Created and developed merchandise assortment plans for the buying teams, outlining the appropriate levels of inventory and style counts needed by door to maximize sales and profits. Partnered with buying teams, providing them data/analytics to identify trends and sales and margin opportunities/liabilities.Trained and mentored other planners and allocation analysts.

Led a team of 12 buyers and assistants, delivering $135M in sales/$59M in margin dollars annually in 60+ stores in ready-to-wear special sizes and swimwear categories. Developed and implemented business initiatives, marketing and merchandising strategies, and developed and maintained strategic partnerships with vendors. Created, supervised, and executed with buying teams all seasonal business and financial plans which included planning of vendors, key items, and classification category plans. Oversaw allocations by store, marketing and promotions, pricing and store displays.Served as DMM leader of May Company Steering committee with the goal of identifying sales opportunities by vendor and by category and prepared assortments and recommended buys for all buyers/divisions in May Co.Committed to excellence in personnel development and retention, achieveing very good results. Mentored and trained assistants and buyers. Recruited and trained for the Executive Trainee program annually.

Developed product assortments using market trend analysis as well as managing sales, inventories, and margins by store for 60+ stores. Responsible for financial and strategic planning, purchasing, vendor negotiations, pricing and promotions, and store/visual presentations. Built and maintained very strong partnerships with vendors, store managers, DC executives, and all corporate partners. Annual volume $40M.

Supported the buyer in analyzing, planning, forecasting, marketing, vendor communication to deliver the annual sales plan and margins for men's and boy's softlines.