Laura Rowen, Cscp Email & Phone Number

Annapolis, MD, US

Quantico, VA

Driving change through a Logistics Transformation that is at the epicenter of broader organizational change. Having recently brought two regional distribution centers on-line, my organization is focused on transitioning the majority of our supply base to process through these centers, allowing the streamlining of receiving activities at our local.

Drove the organizational and process design for this transformational start-up division, which managed the aggregation of global inventory demand for all of Brooks' domestic and international stores and customers during the transition to an SAP environment. Built an interim tool for managing global basics inventory and aggressively lobbied for master data.

New York, New York

Supported global commercial growth activities through the management of financial reporting, customer service, and sales administration activities. Brought process innovation, increased efficiency and professionalism to the company's seasonal market activities by automating Line Sheet creation and developing the process for tagging all of the showroom.

Greater New York City Area

Created the infrastructure and business plan for the new corporate apparel division., which delivered $500K of revenue in the first year. Grew the Brooks' military business from start-up to a multi-million dollar set of accounts. Simultaneously, held full accountability for both of Brooks Brothers' domestic manufacturing plants, including (but not limited.

Greater New York City Area

Led two domestic manufacturing facilities. Partnered with an industry sponsor to secure funding to introduce modular manufacturing into the tie factory, which provided the flexibility to offer a 2-day turnaround on rush orders. Introduced modular manufacturing into the shirt factory which facilitated a 25% reduction in excess costs and doubled capacity.

Significantly impacted tie factory margins by developing a means to track cost per item and aggressively working with factory management to reduce excess costs, resulting in an increase in profits from $1.9 million to $3.6 million over a 3-year period of time. Aggressively tracked exchange rates and silk fiber costs to identify price negotiation.