-Responsible for driving in-season business through strategic sales and inventory plans for private label apparel brands that produces $200+ million in sales in a fiscal year-Leads the open-to-buy process and decides on category level investments and the financial validity of assortments-Conducts scenario planning, builds unit plans and leads initial set planning operationalization to optimize assortments-Analyzes item lifecycles and drives recommendations on end of season management-Collaborates with multiple cross functional team members and vendors to meet department and company goals (ie. merchants, inventory analysists, pricing and promotions specialists, design)-Nominated by leaders as a subject matter expert in forecasting to help build and pilot a new in-house forecasting tool that would help bring more efficiency to the planning process-Nominated by Planning leadership to be an Apparel/Accessories Planning Council Co-Chair and Enterprise Planning Council member

-Responsible for driving replenishment item performance through the planning, ordering and management of items-Supported merchant team supplier strategy and develop vendor relationships-Collaborated with merchant partners to create financial plans and goals that maximize total results-Performed effective analysis and decision making to improve replenishment sales and inventory results and complement the total assortment-Contributed to business reviews and open-to-buy management-Developed effective partnerships with cross-divisional teams

Co-founded the Latinx Employee Resource group at Nordstrom. Partnered with Marketing and the Public Relations teams to maximize the efforts of HOLA's members and elevate the voice of the latinx customer within the retail space. As well as worked with our Talent team on effective ways to acquire and retain latinx talent.

-Responsible for driving in-season business through strategic sales and inventory plans for a category that produced $85+ million in sales in a fiscal year-Managed the execution of fashion allocations for all brands within the department-Reviewed Open to Buy routinely and worked with the Buy Planner to update and re-forecast brand plans based upon actual performance and trend-Partnered with the Replenishment Buyer on Fashion-style opportunities to be flagged for RP and maintained a healthy balance of core and fashion on the floor and online-Preformed in-depth analysis for brands and stores to drive business efficiently, including reductions and fill opportunities-Built and maintained relationships with vendors so there is cohesive partnership to drive business through reductions and reorders

-Responsible for driving the business through strategic seasonal sales and inventory store plans for 4 categories that produced $76 million in sales in a fiscal year-Review merchandise plans on a monthly basis and work with the Planning Manager to update and re-forecast based upon actual performance and trend-Partner with merchants and review buys at a detailed level to ensure styles and colors are planned appropriately and support departmental plans-Create and maintain Sku level forecasts for replenishment styles through the Just Enough Replenishment System-Purchase replenishment inventory weekly according to latest forecast, re-project future needs, and present to the team-Performs in-depth analysis and makes recommendations on business opportunities-Managing the execution of sales/inventory store plans by coaching Allocation Analysts who utilize SAS allocation-Lead trainer in on-boarding new Associate and Location Planners-Nominated and selected by upper management to be a Beall's Advisor due to my proven leadership skills and outgoing attitude

-Responsible for maximizing sales, margin, and inventory by optimizing and balancing the assortment at store level-Identified as an Expert Method trainer for Fill-in/Expand and Fixture Fill-Presented projects to DPMs, GMMs, RMMs, and the President-Lead in analyzing the Missy Under Armour launch during multiple rollouts to the chain-Trained and developed new analysts within the Missy Division-Pinpointed opportunities within the Swim brand mix to improve GM and Turn during Q4 and Q1-Communicated with Store Teams; Regionals and Store Management to better understand the businesses from all aspects of the company