Attending Networking Events Researching Industry LeadersTracking Industry TrendsParticipating in Industry Discussions

Managed a global team in the US, Hong Kong and Sri Lanka in designing and delivering intimate apparel and sportswear to specialty US retailers. Built and maintained long term partnerships with overseas factories including CMI programs.Prepared and managed P&L for $100M in annual revenue delivering the highest monthly OI business in MGF.Initiated and led the global strategy and tactics to design, develop, and deliver a new retail brand roll out in 90 days.Traveled domestic/internationally, developing customer relationships, brand calibration and speed to market.Managed relations and design of a product line for Madonna that included production of outfits for her world tour.

Led 12 sourcing directors/managers in executing strategic plans and delivering $530M at FOB ($2.1B at retail). Created long-term strategies to support brand, design, and merchandising goals while ensuring high standards of quality.Developed a global vendor A,B,C matrix that incorporated 112 vendors from 11 countries delivering 35 million units per year for footwear, handbags, SLG, intimates, sleepwear, hosiery, swim, underwear, and accessory products. Introduced and managed a new footwear sourcing strategy that resulted in 41% increase in direct FOB volume from $75.9M to $128.5M while reducing average FOB price from $10.49 to $9.08, a 13% savings.Following the acquisition of Liz Claiborne brand exclusively for JCP, sourced and delivered 2 million units in four months, achieving $42.5M in sales versus a sales plan of $32.8M, with gross profit of 44.2% versus plan of 43.3%. Transitioned sourcing strategy to multiple countries of origin to combat increasing cost pressures in China.Developed and rolled out new vendor annual review process, covering all categories of business sourced at JCP. Achieved a U.S. “O” Visa in 2010 for developing and introducing a sustainable strategic long term sourcing plan.

Managed sourcing and delivery of all product categories for rapid growth to $800M for Victoria’s Secret Pink brand. Built and led a team in delivering product from design to stores while establishing processes and sourcing solutions as Pink brand evolved and grew categories outside of foundations business, including sportswear and accessories.Negotiated prices and initiated cost-saving opportunities across both final garments and raw materials.Implemented new process for VSP budgets and projections across procurement organization, enabling a 12-month view of expected sales and volumes to be updated and readily available monthly.Director of Procurement, Victoria’s Secret Sleepwear and Third-Party Brands (2004-2006)Oversaw sourcing and delivery for sleepwear and new brands, including Intimissimi, Chantal Thomas, and Betsy Johnson. Established a strategy to reduce vendors and build supply chain partnerships, enabling fast response/margin growth.Facilitated and coordinated a growing relationship with Intimissimi as contract was finalized; analyzed and assessed new ways of delivering third-party product into VSS that worked in combination with Intimissimi systems.Played a key role in implementing a new, faster calendar for VS sleepwear business, resulting in 7% growth.Director of Procurement, Victoria’s Secret Pink and Foundations Accessories (2000-2004)Partnered in close collaboration as part of the small team dedicated to setting up and evolving the new Pink sub brand. Successfully supported the fast rollout of the Pink brand to 900 stores in four months.Facilitated establishment of Victoria’s Secret production as a part of Mast, managing expectations and leading change.Procurement Manager (1999-2000)Led procurement/sourcing for $100M+ division for hosiery, Santoni body wear, Cut and Sew body wear, and swimwear. Established and rolled out new core hosiery vendor bases for the 2001 Victoria’s Secret hosiery re-launch.

Developed strategic product positioning, marketing, and promotional material through detailed knowledge and understanding of UK and European hosiery markets and consumers. Increased turnover of M&S business from $17.1M to $37.4M through new, innovative products, which re-positioned Aristoc as number-one hosiery supplier to Marks & Spencer.

Completed extensive management training culminating in first appointment to Assistant Manager in a top 20 store, four months ahead of the training schedule. Managed $45.9M department and utilized 120 personnel to achieve 7% increase in sales over previous year.