Kathy Stacy Email and Phone Number

 Managed all Sales Operations & CS processes for a Boulder-based Women’s sports apparel brand, including: Account setup and maintenance, Order Book strategy, Allocation & Fulfilment; Wholesale Account and Sales Rep communication; Accounts Receivable (Credit Review & invoice processing); Third party warehouse interface (US & Canada), product returns and shipping issues; Ad hoc reporting. Internal Management of Majors and Key Accounts, ensuring compliance with Vendor Guides, Routing Instructions, Pricing, Terms and Vendor PO requirements.

 Championed the selection, UAT, and live rollout of new ERP system. Mapped out data migration for: conversion of product hierarchy, attributes, sales orders, purchase orders, inventory, and 3 years of historical data. Planned, executed, and successfully audited go-live rollout to 16 U.S. retail stores. Built and maintained seasonal Product Calendar and Master Catalog. Led weekly team meetings to strategize three seasons concurrently. Drove processes forward to ensure critical path deliverables and company objectives were met - from product conception to finished goods delivery. Managed seasonal product uploads into three contiguous systems, ensuring data referenced (costs, pricing, UPCs, and other SKU details) was accurate and consistent.  Responsible for global communication of all product line changes to channel leaders and key stakeholders, including: adds, drops, cost, and price changes.

 Created and maintained seasonal forecast file and open to buy plans for 26 U.S. retail locations. Captured sales bookings and trends and adjusted forecast to meet demand and manage inventory levels for over 10,000 SKUs. Built and maintained product and sales metric (KPI) reports for leadership team which drove future planning and forecasting actions.

 Issued finished goods purchase orders as derived from forecast files. Calculated size ratios based on historical data and existing/carryover inventory. Negotiated with vendors and calculated quantities to avoid surcharges, maximizing working capital and minimizing obsolete inventory. Coordinated seasonal production schedule with factories, ensuring capacities and on-time deliveries were maintained. Partnered with financial, sales, customer service, and warehouse personnel to ensure priorities, product costs, vendor payments, and deliveries were on-target with expectations, sales programs, and budgets. Planned and directed logistics of all finished goods shipments from factories to port in coordination with freight forwarder and customs broker. Created and managed all drop ship purchase orders for International and key account distributors/customers.

 Responsible for systems management of item master/inventory for all finished goods SKUs, including creation of seasonal style master, purchase orders, receipt of goods, and inventory allocation. Spearheaded ERP software transition from selection to implementation. Orchestrated the bridging of current and historical data. Designed the setup of sales order, accounts receivable, purchase order, inventory management modules, and all relevant employee training.  Collaborated with Distribution Manager and Material Handling Company to effectively restructure warehouse, doubling physical space from 20,000 to 40,000 sq. ft. Directed company efforts for semi-annual physical inventories. Worked in tandem with Warehouse Manager to streamline procedures, minimizing warehouse ‘down time’ while maintaining accurate count of over $7 million in inventory. Directly responsible for physical variance reconciliation and valuation reporting.

 Hired as the company’s 5th employee, strategically analyzed and identified Human Resource needs, managing 7 departments and 35 staff members as company sales grew 20-25% annually. Developed and streamlined all operational procedures for Domestic and International Customer Service, Sales Administration, Warranty, and Distribution departments as company grew from $800,000 to $31 million in annual sales.  Reduced department expenses by more than $40,000 in selecting and upgrading from manual to allocation-based software. Managed $1.1 million annual department budget, consistently realizing a budget surplus of greater than 5%. Created and managed closed-loop order flow processes, ensuring customer satisfaction as well as company profitability. Processes included: allocation/order fulfillment and pick ticket processing, 24 hour turnaround of at-once orders, warehouse implementation of bar code scanning, and implementation of (EDI) software. Facilitated the completion of a Dealer Services Department SOP Manual, establishing standards for training and day to day practices.