Julie Daly Email and Phone Number

Responsible for the creation, development and implementation of an E-Commerce Strategy.KidBrands, Inc. is the Corporate Entity for Kidsline and CoCaLo Bedding, Sassy Toys, and LaJobi nursery furniture. Little or no E-Commerce presence. Little acceptance of the idea of E-Commerce in these wholesale business units, which have historically been built around Babies R Us, Buy Buy Baby, Walmart Stores and Target Stores.Developed Corporate Brand site to catalog all Brands and products as well as provide catalog and backend infrastructure to support future B2B and B2C capabilities.Managed growth development of key E-commerce growth channels like Amazon.com; Walmart.com; Target.com; and Kohls.com. Rationalize brand portfolio to manage potential Channel Conflict. Solidify product assortment channel strategy - specific to the web and web channels.Target to build Web and Web channel business to 30% to 40% of total revenue for 2014.In June 2014, Kid Brands, Inc. announced the pursuit of sale of substantially all of the assets of the Company facilitated through a voluntary Chapter 11 filing.Currently liquidating inventory of furniture and bedding.

Purchased from Redcats USA in April 2012 by Versa Financial, Avenue operates 300 stores and the website avenue.com.

Responsible for strategic vision, strategic direction, merchandising and day-to-day management of AVENUE.COM and the Shop at Home Division. Resulting in 150% growth with strong operating income. Built strong tactical team able to maneuver quickly and efficiently under difficult, changing conditions and to translate strategies into actions decisively, rapidly and effectively. Responsible for innovation development for all aspects of AVENUE.COM internet channel sales and development strategies including P/L planning, product and pricing strategies, margin analysis / forecasting, acquisition / retention strategies, and on/off-line marketing and customer segmentation planning. Resulting growth and profits were closely aligned with solid inventory management, and focused new customer acquisition through strategic marketing campaigns. Established and met key operational targets and metrics including customer service levels, employee productivity and quality, campaign performance, online sales, conversions, margins, and operational profitability. Provide strategy and direction to web production team including delivery of core design, usability (site navigation, layout, compatibility), and functional requirements. With hands-on leadership, directed Shop at Home Team to a Customer growth focus resulting in continuous annual growth year over year. Responsibilities covered: Technology, Operations, Marketing, Inventory Management, Merchandising, Marketing, Graphic Design & Photography, Call Center and Fulfillment. Executed new successful Catalog to drive customers to the web. Initial results provided significant lift in Online Revenue and positive ROI.

Responsible for the overall management of the AVENUE.COM Internet division, with the suspension of the catalog businesses. Moved the business to a breakeven financial level within ten months of the catalog suspension. Primary focus on the acquisition of customers, marketing of the product and brand via website merchandising and electronic marketing, and streamlined operations in call center, fulfillment, and inventory management to provide growth and revenue.

Responsible for the development of systems, financial budgeting and operations for the shop at home division (Avenue And Cloudwalkers catalogs and internet sites). This includes website systems' maintenance and development, fulfillment and call center operations, inventory management, catalog planning and print costing. Primary focus is the implementation of operational controls and processes to achieve a level of profitability within two years, while maintaining an "outside in" (customer focus) in every process. Development and training of inventory planners to analyze, react and reorder/cancel based on product trends. Created a strategy, identified the requirements, and executed the implementation of new systems, fulfillment and call center, enabling the in-house servicing of our at home customer at a substantially reduced cost.

Responsible for the development and management of all new business initiatives within the retail selling square footage; into compatible, but not competitive product lines. Product line tests included Cloudwalkers shoes and bath and body. Stimulation of business outside the retail store environment included direct mail offers to customers, as well as list rental of segments of our customer data base. Identification of key segments of business with respect to both problematic and opportunistic areas, analysis, and action plan for resolution.

Responsible for the improvement of inventory management and control with a key focus on margin growth. Responsible for all seasonal budgeting, the development of merchandise processes, guiding principles for season transition, key item planning, quantification and merchandise development calendar. Responsible for the improvement of speed and quality of distribution through the central distribution center to 500 stores. Responsible for the development and training of divisional planning and distribution teams. Completed identification of needs and participation in the design and development of system support to streamline and to enhance merchandise processes toward accomplishing targeted goals. Completed identification of needs and participation in the design and development of store planning system to more appropriately allocate merchandise and respond to trend.

Development and training of divisional sales managers in planning aspects. Creation of extensive merchandise planning summaries for quick management review on position, trend, and future forecasting in the business. Inventory management; reasonableness in plans, sales, markdowns, price points, timing, and promotional posture to effectively produce required sales and margins. Direct merchandise control functions; handling all merchandise reports and reporting.

Development and training of divisional sales managers in planning aspects. Creation of extensive merchandise planning summaries for quick management review on position, trend, and future forecasting in the business. Inventory management; reasonableness in plans, sales, markdowns, price points, timing, and promotional posture to effectively produce required sales and margins.

Men's fashions. Overall coordination of planning and implementation of marketing plans in men's fashions with $200 million annual volume in 292 retail stores. Responsible for monthly sales and inventory budgets. Review and approve buyer's merchandise assortment strategies and financial plans.

Directed replenishment activities of children's, foundations, hosiery, lingerie, and luggage. Annual volume over $350 million annual sales. Trained and managed staff of 25 replenishment merchandisers. Directed startup of centralized replenishment for apparel in New York.

Liaison between merchandise departments and corporate systems development in determine needs and application. Completed research, documentation and communication of problems, needs, and resolutions to systems. Effectively implemented centralized replenishment in single department to determine and correct systemic problems. Preparation of instructional materials and directed all training associated with implementation of replenishment activities and new programs.

Childrens, and Lingerie

Children's, Infant Furniture, Boy's 8-20, And Girls 7-14 Departments

Children's, Infant Furniture, Boy's 8-20, And Girls 7-14 Departments