The TAP Project is an advisory group that works with companies to help elevate their potential and optimize growth while creating operational efficiencies. The TAP Project is a group of tenured, talented and committed individuals who share a passion for brands, products, customer experience and working together! We are a team of accomplished executives from the beauty, retail and banking industry.

Developed the programming, planning, execution and implementation of the strategic vision that supports achieving the financial objectives for the Macy's, Bloomingdale's and Blue Mercury accounts. Implemented strategies to tailor and maximize inventory investments to support programming initiatives and sales growth by classification, region and location.

Chloe + Isabel is an innovative e-commerce jewelry brand designed to empower and connect women through a social shopping experience. Sold exclusively through our Merchandiser community and online, Chloe + Isabel provides customers with a one-stop shop for gorgeous hand-crafted jewelry.

Directed cross-channel long range and pre-season planning strategy for 150 distinct businesses, influenced product investment decisions, identified location opportunities and provided Senior Management with insightful business analysis on current performance and impact to future trends. - Partnered with EVPs of Merchandising on strategic initiatives that support Company and MMG growth and profit objectives. Selected accomplishments include: - Increased sales 16% over two years in Millennial brands through location opportunity and classification congruency analyses - Developed Top 50 Door strategy for Hotel Bedding Collection and achieved 8% annual sales increase - Improved profitability of Infant Layette business 200 bp through re-assortment of product and improved flow - Drove accelerated growth in 275 identified Latino opportunity locations utilizing consumer insights analyses of most desired vendors and classifications - Standardized format and implemented process for quarterly Rolling Operating Forecast (ROF) for Chief Private Brand Officer and seasonal Plan Guidance and Plan Review - Represented Private Brand division on Corporate Omnichannel 2.0 Planning and Allocation Committee to drive transformational change in Macys.com order fulfillment and served on a variety of cross-functional committees: Latino, Margin Improvement, Top Door, Business Reporting Thought Leader - Received Annual Make Magic Award for Driving and Making Results (2014, 2011, 2009), Teamwork (2010) and Top Engaging Leader (2015, 2014)

Developed pre-season Financial and Merchandise plans, combining division and department opportunities with merchandising strategy for Macy’s Home Store, the first centralized buying organization and pilot for the company. Provided margin maximizing recommendations and in-season risk assessments to Senior Management. - In partnership with merchandising, product and planning teams, developed strategy for all-door Martha Stewart brand launch ($200M), the largest in Macy’s history. Determined pricing / timing strategy to optimize margin performance of liquidation of $60M in product and ensure appropriate stock levels of non-go forward inventory at MSC delivery. Strategized plan to right-size core assortment inventory, address poor performers and reduce stock overage by 20% - Implemented strategy of new acquisition, May Company (May Co) Department Stores. Constructed Financial Plans to incorporate May Co divisions, which comprised four distinct mergers. Created in-season forecast tool to show Macy’s legacy and pre / post conversion May Co metrics - Produced all P&L submissions to Corporate Office and Macy’s Operating Divisions; collaborated with business partners in Merchandising, Planning, Finance, Logistics, Advertising, and Macy’s Operating Divisions to ensure alignment with Financial Plan - Nominated by Senior Management and peers to serve on Star Council to develop and enhance company fund-raising/volunteer efforts as well as improve workplace environment and employee morale; chaired company Back-to-School supply campaign and Adopt-a-Family gift drive

Developed strategic direction for core vendors and Private Brand across 5 operating divisions with focus on actionable opportunities for sales and margin improvement. - Launched new process for development of Private Label plans to ensure division receipt and inventory plans support sales goals; developed forecasting process to monitor performance and highlight inventory issues - Innovated comprehensive assortment model for test door implementation of Intimate Apparel reinvent strategy - Increased penetration of “Best” product by 10% in two years through initiation of Good – Better – Best approach to strategic planning; methodology was adopted as a corporate “Best Practice” and expanded to include Lifestyle and Distribution segmentation - Consistently recognized as a Top Performer

Provided leadership for online startup UK/US Merchandising and Planning teams to select and negotiate for improved inventory productivity. Monitored assortment to maximize item profitability on website and in catalog. Oversaw shutdown of operation.

Transitioned to planning from merchandising after three successful years with consistent growth in sales and profitability as a direct-to-consumer buyer. Pioneered the planning function; innovated and implemented an item level planning process to evaluate buy/reorder quantities, space allocations and exit strategies for 58 annual catalogs to ensure achievement of fiscal sales and profitability goals. Promoted to lead planning and inventory management teams; successfully improved gross fill rate, reduced return rate, refined residual inventory disposition strategies and executed new catalog acquisition.

Started career in Executive Development program and achieved career progression to Buyer for both direct-to-consumer and store, covering a broad spectrum of product categories in Women’s Apparel, Accessories, Shoes and Cosmetics/Fragrances. Selected successes include sales driving initiatives, such as new program launches and building Fragrance upsell program to $2.5M, as well as profit improvement through in-depth analysis of cancel/return rates and strategic decrease in assortment breadth.