Manage and lead customer deployments and sustainment of the demand forecasting and optimization tool.

* NOTE: DUE TO A MAJOR RESTRUCTURING, MY DEPARTMENT WAS ELIMINATED.• Managed three direct reports and led development of standardizing business processes for determining appropriate statistical methods based upon item/DC characteristics and history patterns.• Service levels for items transitioned and managed by the forecast team exceeded 99.3% on a weekly basis vs. those which were managed by other departments which resulted in an average weekly service level of 98.5%.• Safety Stock averaged less than 5 days for nearly 70% of items managed by forecast team vs. just under 10 days for items not yet transferred to the forecast team.• Overstock inventory declined just over 18% for items the forecast team managed vs. less than 5% for items not yet transferred to the forecast team.• Forecast accuracy improved nearly 15 basis points (75% to 90%) for items transitioned to the forecast team. • Established collaboration between merchandising, buyers, finance, DC’s, vendors, and other personnel to incorporate a consensus forecast to be used throughout the organization.

• Create supply chain scorecards, interpret forecasting metrics, and report trends and results to senior management and suppliers so they may take corrective action.• Consult with lead logistics analysts on forecasting best practices for setting up hierarchies and managing top down and bottom up demand plans.• Improved cumulative demand forecast accuracy from 15% in March to 42% (180% improvement) thru end of October 2012.• Significantly reduced forecast bias for two major product families (Battery Backup Units and Carriers) from 45% in March to less than 5% thru October 2012.• Lead cross functional teams (IT, Operations, Network, Finance, & Logistics) to build metrics in business warehouse and online dashboard.

• Using Microstrategy, worked with ecommerce team to create supply chain metrics for their datamart.• Business lead for developing metric calculations and testing system requirements.

* NOTE: DEPARTMENT WAS ELIMINATED.• Managed two direct reports in performing key financial forecasting and demand analysis for a $160 million dollar brand.• Led team in implementing demand planning system to perform statistical forecasting, resulting in a 10% increase in volume (85% to 95%) and a 15% increase (55% to 70%) in mix forecast accuracy which is among best in class at a item/location level. • Engaged supply chain in setting parameters for ABC analysis resulting in a 22.4% reduction in inventory ($51.8mm vs. $40.2mm) over past 12 months without reducing quality and service levels. • Facilitated demand planning meetings and streamlined S&OP monthly calendar. • Established top down forecast approach for consensus demand plan which was within 2% of actual monthly demand over rolling 90 day period and cut forecast bias in half. • Managed top down financial forecasts for remaining 9 brands for Executive Leadership Team.• Created monthly and quarterly 2012 financial and revenue budget numbers for all 10 brands.• Implemented S&OP for Thomasville & Drexel Heritage ($380 million sales revenue).• Coordinated efforts between brand president, director of strategic accounts, and demand planning team to create an enhanced sales forecasting tool for sales management reps to populate new doors and new placements.• Led the collaboration effort between demand, supply, sales management, finance, and IT resulting in data and reports which were developed to manage the day to day business.• Selected by peers to be member of Continuous Improvement Council for SAP project.

• Implemented and led process for standardizing forecast accuracy resulting in an increase from 50% to 65% in less than 6 months.• Developed financial key performance indicators package for senior management.• Prepared financial analysis and lead monthly demand review meetings and regional meetings.• Managed and improved the monthly S&OP process for sales management operations by adjusting the demand review cycle to allow for consensus meetings between the time the account manager books close and the consensus books open.• Led workshops to enhance forecasting skills within the organization. • Initiated and led engagement of IT, demand leads, account directors, product line managers, finance, and other supply chain personnel in driving best forecasting processes. • Driving statistical forecasting process for managing 800 to 1,000 active materials.

• Managed trends and analyzed weekly point of sale (POS) data and inventory levels, recommended purchase order adjustments for in-season replenishment program resulting in $1.5 million in gross margin benefits. • Implemented financial budget, revenue, and allowances for $20 million Original Dr. Scholl’s division.• Expanded services to provide weekly financial forecasts and trends analysis to Famous Footwear division for more than 700 core items that are Brown and non Brown products. • Designed and implemented supply chain metrics for measuring demand planning forecast resulting in 85% accuracy at the item level three months into the future.• Increased inventory turns and customer service levels an average of 33% for core replenishment items by adjusting purchase order quantities and reducing lead time.• Reviewed and uploaded weekly department store financial data into retail planning and allocation system used by sales management and account directors to drive replenishment quantities and manage inventory levels. • Created ad hoc financial forecast reports for senior executive team.• Selected to serve on inaugural Demand Planning & Forecasting team during implementation of Logility system. • Trained and surveyed analysts on forecasting process.

• Managed day-to-day forecast and safety stock updates for the financial resource planning group using Demand Solutions forecasting software and JD Edwards.• Produced and distributed sales and operations planning (S&OP) monthly performance reporting package which included fill rate, inventory summary, forecast error, shipments by brand and account vs. forecast and budget, and a 12 month plan update.• Lead and prepared financial analysis for monthly forecast meetings with directors and brand managers. • Initiated and developed Collaborative Planning Forecasting Relationships (CPFR) with new accounts.• Streamlined the monthly forecast review cycle 50% by implementing a new process for reviewing items.• Improved forecast accuracy 25% by establishing new filter criteria to isolate exceptions.

• Developed and managed a fleet forecast using regression analysis on a $10 million marine and industrial engine program with 800 part numbers.• Initiated reports to reduce customer delivery variance to want span 40%.• Achieved inventory balance goal of reducing inventory 33% in one year.• Saved $250,000 through green belt project evaluating hardware by reducing holding cost of inactive inventory.• Improved on time delivery 12% resulting in increased customer satisfaction.• Completed target prospects green belt project with $500,000 gross margin impact.

• Markets a variety of financial and insurance products.; Tested, priced, and analyzed profits for individual term and whole life products.• Supervised a team of people to review premiums in our administrative system and marketing brochures.• Quoted, priced, and ran mortality illustrations for bank owned life insurance. • Prepared disability income quarterly statements. • Produced memorandums and updated cost disclosure pages for state filings. • Created spreadsheets and interest spread memos for investment committee.