Responsible for optimizing onboarding, new technology, and supplier requirements for cross-functional stakeholders. Set quarterly/annual revenue goals and KPIs per customer. Evolve strategy by customer persona. Member of the Leadership Team, representing market needs and identifying areas of success, opportunities, and obstacles. MainStem is a SaaS technology platform that streamlines procurement.

Led strategic partnerships and management for over 500 brands. Developed wave sourcing plans to target and optimize savings of over 10% for clients. Streamlined sourcing needs focusing on secure supply chain pipelines while driving overall cost savings—liaison between Operations, Custom Advocacy, and Development teams prioritizing technology requirements.

Hydrofarm is a leading distributor and manufacturer in the hydroponics space. Collaborated with IT and consultants to create dashboards and software automation that assist in scaling and improving workload efficiency, decreasing stock levels, and improving turn.Impact:- Beat the company’s sales trend for 2021 sales growth

Partnered with founders, CEOs, and consultants in a GM function to help grow, scale, and launch businesses. Areas of focus included merchandising, marketing, reporting, analytics, and organizational development. Impact:-Reworked supplier management/supply chain, revamping sales team, and organizational development -Vetted and help hire a marketing firm, set up assortment planning and costing tools-Led and drove merchandising and product development assortment strategy for multi sales channel retailerCurrently working with several clients in an advisory role

Partnered with the CEO to develop 2 software platforms: Event Management and Marketing Intelligence. Leveraged advanced analytics to deliver actionable insights that drove increased profitability.Impact:-Built and ran clients’ digital marketing campaigns and provided them with actionable reporting-Worked as a Program Manager in conjunction with an expert in Agile Project Management; collaborated to create a Tiered Project Planning methodology that defined key deliverables and improved productivity for remote teams, resulting in increased team productivity averaging 30%

Led product development, merchandising, and sourcing for a “wear now/trend-right” strategy and new design direction. Partnered with an international marketing/branding firm and led a companywide rebranding initiative across cross-functional teams for $70M+ e-commerce and catalog businesses owned by Home Shopping Network.Impact:-Increased margins by 1.2% and reversed a negative sales trend with the newly designed products, website, and catalog-Decreased product development liability inventory by 20%.-Created and implemented companywide cross-functional calendar streamlining processes, improved workload efficiency, and reduced overhead-Chosen as a senior executive leader; organized transfer of the business and office to the new buyer

Led the merchandising, sourcing, and product development team and oversaw design, domestic and overseas sourcing. Established new design direction for apparel and accessories. Served as a member of the executive leadership team.Impact:-Calendar improved turn, increased in-stock rate to 95%, and reduced transportation costs by over 10%-Renegotiated all supplier contracts, which improved margin by over 1.6%.-Exceeded sales plan by 5% and achieved a 13% comp in 2012; also achieved 4% comp growth in 2013

Created a three-year top-down strategy brand revitalization plan for $173M+ business. Developed new domestic design and sourcing strategy; reduced product development timelines and produced higher-quality, fashion-forward urban apparel with improved margins. Also increased turns on less stock liability. Concept rolled out to other areas of the company.Impact:-Increased margins by over 2%-Exceeded 2010 sales plan by 2% and 2012 Q1 targets by 4%

Led online adult business with $150M in annual sales, accounting for 50% of Gap Inc.’s total online business. Identified a disconnect between online and store merchants/planning teams. Spearheaded presentation to Gap store leadership team and eventually to 600+ Gap brand employees, which enabled a “Total GAP” 360˚ customer experience by mirroring online and in-store marketing promotional efforts.Impact:-Improved cross-functional communication/relationships, resulting in a 27% online sales comp during Q3 for new 1969 Denim launch

Hired to developed companywide strategies for $100M+ e-commerce and catalog company. Tasked with updating the brand to a more modern aesthetic, reduce costly product development, improve product turns, and margin. Led cross-functional team through a new product merchandising/development strategy and turned around a negative sales trend. Beat plan by 16%.

Divisional Merchandise Manager:Led a cross-functional team of buyers and planning managers to execute product, planning, and merchandising strategies across a high-end furnishing company’s stores, e-commerce, and catalog businesses. Developed product pipeline calendar, resulting in higher in-stock rates, faster turns, and reduced product timelines. Oversaw development projects with Piet Boon, Arne Quinze, Yves Béhar, and Jeffrey Bernett.Senior Buyer:Recruited to develop new Children’s brand DWRjax. Partnered with VPs of marketing, creative, and stores to create and implement multiple launch strategies, including a standalone catalog, dedicated website, and tiered assortment plans for 60+ stores; exceeded plan by 2%.

Outdoor and Playroom Buyer, Pottery Barn Kids:Direct-to-customer (DTC) merchant responsible for $55M business (outdoor and playroom furniture); developed DTC exclusive strategies as lead merchant for product development, emphasizing growth in assortment of DTC merchandise. Grew business over 28%, beating sales plan by 12%.Senior Business Analyst:Joined the IT department as the business liaison between the company's merchant and planning organization during the development of a new reporting system. Worked in conjunction with the training department to assess, write training requirements, and coordinate curriculum development. Led 5 brands by taking requirements, influencing, and driving consensus for standardized reporting across all concepts. Launched and taught all brands; led 30+ reporting classes and instructed 400+ employees