Responsible for all Planning, forecasting, and replenishment of merchandise inventory to all Reeds jewelry stores, Reeds,com and their franchise Pandora concept jewelry stores. Other key duties include promotional planning, pricing and analysis.

Reported to President and Chief Customer Officer, managed 3 VP’s and a staff of 124 directors, managers, and analysts with an annual budget and payroll. Responsible for the planning, forecasting, and replenishment of merchandise inventory for 2,500 stores and 2 distribution centers and an ecommerce fulfillment center. Key duties include merchandise planning, assortment planning, item forecasting, allocation and replenishment, promotion planning, pricing, and analysis of over 27,000 rebuy skus.• Reduced 2017 year-end asset inventory by 10% with improvements to more productive store assortments and lower warehouse inventory, while maintaining >95%+ in-stock levels.• Served as a leader supporting the Zale Corporation acquisition, including integration and harmonization of Sterling inventory management best practices. • Achieved 2017 payroll efficiencies of 13% through redesign of workflow. • Had a leadership role in combining two regional Distribution Centers with a focus on merchandise receipts, replenishment and reverse logistics.• Improved Zale gross margins through implementation of best practices from Sterling.• Reduced Zale year-end asset inventory by 8% through assortment rationalization initiatives, enhanced clearance processes and initiatives to limit unproductive warehouse inventory.• Improved clearance inventory management practices for the ecommerce channel and outlet channel stores. • Introduced a test and learn analytic tool (Applied Predictive Technologies) resulting in significant margin benefit through faster and more accurate decisions. • Chaired an inter-departmental taskforce that improved the sales comps and profitability of the regional brand stores. • Improved profitability of Ultra Diamonds acquisition, by driving development of a new and focused outlet-channel pricing/discount structure and promotional cadence. • Collaborated on the functional design, testing and implementation of Oracle’s JD Edwards EnterpriseOne ERP.

• Mitigated multiple years of rising commodity costs (gold and diamonds) through the development and execution of numerous GM initiatives including strategic price changes, discount controls, cost controls and promotional adjustments. Worked closely with the Finance team on gold hedging assumptions. • Formalized the company’s promotional cadence guidelines in conjunction with internal and external legal functions to ensure against any legal liability. My team and I would work with merchandising and marketing to monitor and adjust catalogs and promotions as needed for compliance. This process was adopted by Zales after the acquisition. • Improved the profitability and customer experience of a major bounce-back Rewards promotion resulting in a significant margin improvement over two years after a successful multi-year test, analysis and implementation effort.