Oversee various departments within the supply chain with an emphasis on demand management, inventory and supply planning automation. Focusing on inventory management, forecasting, purchasing / procurement and SAP process ownership.

Provided overall operational leadership and direction for the company and served as a core member of the executive management team in the implementation and execution of the company’s business plan. Implemented fundamental enhancements to the company’s overall production-related best practices, improved work processes/flow, strengthened personnel training and development, and proactively identified and trouble shot areas of deficiencies to reduce constraints, improve yield and utilization, and optimize morale.

Responsible for the direction and coordination of the supply components of the Licensed Sports Group sales and operations planning. This includes managing multiple inventory plans, detailed sourcing mix, product development process to support both current financial objectives and long term strategic planning. The position also drives ongoing improvements in special art process to ultimately improve the quality of work capacity and business case analysis. Additionally looked on to establish control-related standards and improve current procedures.- Reorganized staff to align with cross functional departments, to help enhance fluidity and cohesiveness in the developmental process.- Collaborated with product development to drive fabric/vendor strategies to better balance capacities, improve calendar adherence and improve margins.- Worked to strengthen relationships with peers to focus on one team strategy that resonates across departments, seasons and leagues.- Built fabric strategies with PD and merchandising that better leveraged volume to reduce cost and inventory positions

Lead a diverse team with complete responsibility for the movement of goods through an international supply chain, in addition to managing owned, third party distribution (fulfillment) centers, inventory control and EMS departments. Worked with a staff that flexed to the volume levels to ensure customer satisfaction levels and company metrics are attained.- Negotiated carrier contracts- Set up 2 distribution centers- Maintained a stable and dependable team under extreme conditions- Assisted in multiple on time promotions for major big box retailer- Assisted in the turnaround of KPI with major big box retailer

Planned, directed, coordinated and implemented all Logistics policies and procedures for ~500,000 square foot, ~$100 Million Inventory, multi-functional, multi-shift Logistics Centers (LC), (fulfillment center).  Total responsibility for LC including P&L, inventory control, safety and service levels. Worked on special projects that had system-wide impact on all LC, specifically working on network HR issues.- Successfully led SAP integration in January 2008, completing the most successful integration to date. (Miami facility)- Exceeded 100% results on KPI six consecutive semesters.- Ft Worth winner of "On Time Shipping Award FY '10".- Improved KPI, housekeeping and employee moral to levels not previously reached while in Miami and Ft Worth facilities. (Miami ~1 year, Texas ~2 years)

Director of Sourcing- Generated $2.1 and $1.3 million in revenue by identifying issues with sourced product (from the Far East) and delivered 2 new styles- Improved throughputs for 2 suppliers by 1 week each following an evaluation of shipping procedures.- Led post-buyout restructuring process for sourcing/planning departments, creating a staff reduction, and beginning implementation.Inventory/Capacity Planning Manager- Developed a new requirement building method that allowed packages to be pulled within the hour instead of the following week and enabled financial planning to happen in 1 day.- Slashed up to 2 weeks from turnaround of some products by assuming projects that others did not want and finding ways to improve processes.- Finished 2006 inventories 5% below plan with a sales forecast down 5%, advising on what programs should be shipped to outlets versus liquidation, which could be delayed temporarily, and which indefinitely.- Spearheaded effort to donate more than $600,000 of goods to charity in 2005.Production Planning Manager- Used an existing program to consolidate reports, grouping together capacity changes made each week by construction group, month, week, plant and hemisphere, reducing the amount of duplicated work and providing standardized reporting.- Brought current a variety of styles through intimate knowledge of supplier capability and ensuring plants worked to capacity. - Reduced discussion of routine issues and improved fill capacity by improving communication levels with the group.Plant Manager / Production Manager / Plant Engineer - Lowered defect levels to less than 2% by implementing a new quality system that held the entire team accountable for quality.- Reduced turnover from 55% to 24.5% - the lowest among VFB manufacturing facilities.- Developed the use of sewing specifications for each machine so individual operators could compare product to standard.- Led process to earn VF Star Safety Award in 1996 and 1997.