Jonathan Hoeh Email & Phone Number

San Rafael, California, United States

- Member of the Callisto Publishing Leadership Team responsible for successfully integrating Callisto Media into Sourcebooks.- Led effort to improve demand forecasting and inventory planning & management post-acquisition. Delivered 20 point improvement in gross margins leading to Callisto Publishing achieving profitability for the first time in company history. - Led the team charged with moving distribution, warehousing and fulfillment from Simon & Schuster in TN to Sourcebooks (distribution) and Lakeside Book Company (warehousing and fulfillment) in WI. Completed distribution transition in four months and inventory transfer in six months.- Executed extensive MSRP changes for the first time in Callisto’s history, helping further improve Callisto Publishing's margins.

Emeryville, California, United States

- Responsible for managing $40M+ in annual production-related investments across a global network of suppliers. Successfully executed Callisto Media’s first competitive RFP process, supported the production of new product formats, built and operationalized supply planning and inventory management capabilities, significantly expanded our domestic and international supplier network and reduced production costs by 15%.- Built, launched, and manage Callisto Media’s first Product Planning and Analytics Team. Developed Callisto Media’s first SKU level forward-looking demand forecasting tool and processes, dramatically improving our forecast accuracy and the analytics and reporting to better inform assortment planning and management.- Conceptualized and executed Callisto Media’s first Open to Buy tool and process to inform the annual financial and operational plans and quarterly guidance.- Responsible for strategic and day-to-day management of Callisto Media’s sole content distribution partner/3PL responsible all warehousing and fulfillment activities. Own strategic planning, capacity planning, monitoring, and improving order fulfillment, receiving and warehousing, and special projects. - Led the analysis, RFP process, and negotiations to transition to a new distribution partner in Q1 ’23. Currently serving as the project lead for the transition. - Developed significantly more accurate revenue and cash flow projections based on demand and supply planning, retailer orders and receiving and fulfillment metrics.

San Francisco Bay Area

Manage the $5B+ GMV seller business at StubHub. Responsibilities include:- B2C portfolio management: Lead team of BD, account management and supply analysts charged with growing the quality of inventory on the StubHub exchange and improving the profitability of our sales.-Consumer Selling: Lead StubHub's C2C/Consumer Selling business; develop and execute strategies to accelerate the acquisition and retention of new consumer sellers.-Global Seller Tools and Operations: Business owner of all of StubHub's seller/merchant side tools.-Launched New Revenue Streams: (1) Responsible for launching and growing Stubhub's first CRH Inventory Management business, including innovative consumer-facing tools (Auto Pricing and Sell-it-Now) to drive improved conversion. Scaled Inventory Management business to $40MM+ in annual revenue within 12 months of launching; from zero volume to world’s 2nd largest seller of MLB tickets. New business produced 30 pts of share gain, 13 pts of conversion gain and 47 pts of GMS gain on inventory managed.(2) Responsible for launching and growing StubHub's first Data Monetization initiative. Between Q2-Q4 2019 this business drove an incremental $4M in revenue in 2019 and was chosen as one of four strategic initiatives for Stubhub in 2020.-People Management and Cultural Steward: Oversee an organization of 15+ and 40+ matrixed team members in multiple locations around the globe that own and drive our seller side business. Member of the StubHub Executive Leadership Team and Americas Senior Leadership Team.

Santa Monica, Ca

Built the team, platform and processes required to aggressively grow the nascent Tastemade e-Commerce business. Responsibilities included Sales Operations, Vendor Management, Customer Service, Inventory Management, Fulfillment/Warehousing, Paid and Email Marketing and Site Merchandising/Optimization. Responsible for building and overseeing the Tastemade e-Commerce platform. Leveraged Shopify and their ecosystem of apps to build a scalable, customer-centric platform to support our e-Commerce business. Designed and implemented a drop ship platform and processes to support rapid brand and assortment expansion without investing OTB dollars. Negotiated and managed all external partner engagements to support e-Commerce operations and site optimization. Assisted with the acquisition and integration of a premium lifestyle brand based in Hong Kong.

San Francisco Bay Area

VP/COO Business Operations: Oversee all of operations for Joyus. Responsible for the performance of all business operations functions including: inbound/receiving and outbound fulfillment, reverse logistics, drop ship returns/RTVs, customer service, sales operations and vendor management. Successfully led transition from owned warehouse and fulfillment to 3PL resulting in a 20% reduction in total fulfillment costs and improved customer experience (time in transit and return processing). Helped increase NPS by 20 points between January 2015 and Nov 2016. Successfully led the launch and growth of Joyus's marketplace resulting in a 5x increase in assortment and vastly improved margins. Led the team charged with building the processes and tools required to scale the marketplace business.VP/COO Strategy and Finance: Responsible for all strategic planning activities including corporate strategy, and the development, communication and tracking of annual and quarterly plans and Objectives and Key Results. Responsible for driving the Executive Leadership Team and Operating Committee Meetings. VP of Finance began reporting into me in Nov. 2015.Head of Customer Retention, Social, and Acquisition Marketing: Starting in May 2016, lead team responsible for increasing customer retention/LTV (email marketing (segmentation and personalization), community building and engagement (social, primarily Facebook) and Customer Acquisition/Paid Marketing (setting strategy and CPA, CPO and ROAS targets with our agency to drive profitable acquisition).

San Francisco Bay Area

Appointed by Old Navy Global President to lead CEO’s responsive supply chain initiative aimed at improving brand operating margins. Reported to Brand President, EVP of Product and Design, and EVP of Merchandising. Responsible for evaluating the benefits and investments required for a more responsive supply chain through focusing on fabric platforming, vendor managed inventory, rapid inventory replenishment and test and respond capabilities. Reduced core product replenishment lead-times by 66% by implementing more transparent, collaborative and automated inventory planning and ordering processes with key vendors. Vendor Managed Inventory penetration of core product increased from 15% to 65% resulting in significantly higher service levels and incremental revenue and earnings.Partnered with cross-functional leadership team to implement “Test and Respond” and “Rapid Response” capabilities that dramatically improved Old Navy’s ability to read and react to true demand.Built infrastructure (targets, metrics, processes and a governance structure) to drive the responsive supply chain initiative forward and identified and developed tools and reporting capabilities to track and measure performance.

San Francisco Bay Area

Led team of 17 responsible for developing and executing inventory investment plans that support the merchandising, marketing and financial objectives of the $750M Old Navy Men’s division. Managed all inventory flows, promotional decisions and markdowns. Directed the development of divisional, departmental and bottom-up merchandise planning, logistics and distributions plans. Responsible for managing the monthly Open To Buy process, in-season promotion decisions, product release/allocation strategies and inventory receipt management in collaboration with my cross functional partners.

Vice President of Demand Planning for the North American Dockers brand representing $400M in annual revenue. Managed team of 30 FTEs including Demand Planning, Field Planning, Performance and Analysis, and Business Planning teams. Managed planning and logistics relationships with numerous Fortune 500 retailers and served as critical link between Sales, Merchandising, Supply Chain, Finance and Logistics.Accountable for all strategic planning activities for the Dockers SVP/GM of Commercial Operations for the U.S., Mexico and Canada. Responsible for building unit and inventory monthly, annual and three year plans for Dockers brand in conjunction with Sales, Merchandising, Finance and Strategy teams. Produced consecutive years of revenue and EBIT growth for the first time in over a decade.Drove Days Sales of Inventory (DSI) improvement of 18% and service level improvement from 90% to 96% during tenure as VP. Accomplished improvements by implementing a new forecasting process that included more robust account data, developing and executing balanced inventory strategies that support high fill rates and efficient utilization of working capital and by refining the process for liquidating excess inventory.

San Francisco

Led demand and strategic planning activities for Levi’s mass channel brands. Responsible for building and executing annual three-year Strategic Business Plan and Annual Financial plan for all major mass channel retailers, including Wal-Mart and Target. Manage team of up to 20 people serving as the central operational and analytical hub for cross functional decision-making among the Merchandising, Sales, Supply Chain/Product Management, Operations and Finance teams.Earned “Vendor of the Year” award from Target by flawlessly executing the Denizen from Levi’s brand launch. Built and executed markdown and brand launch plans including negotiating financial support with Target. Exceeded both internal and external financial targets for brand launch.

Drove incremental $300M in revenue for Levi Strauss & Co. by launching and growing new value channel brand at Wal-Mart, Target, Kmart and numerous regional players. Designed, built and led all demand planning teams serving Levi’s value channel brand.

Reduced costly customer allowance expenditures by 10% ($7.5M) by establishing clear processes and procedures to manage this historically unpredictable component of the P&L. All brands within LS&Co ultimately adopted the plan I designed.

Responsible for developing and executing strategies for solving C-level financial, operational and marketing business problems. Worked in consumer products, technology, software and financial services for industry leading companies as well as start-ups.

Mba, Operations And Finance

Ba, Political Science And History