• Oversee Master Data and lead a team of 11 Global Account Service Reps, responsible for global order entry and inventory allocation in SAP S4• Strategized and executed re-org for Global Account Services, allowing for greater focus and prioritization, while creating clear paths for growth and promotion for all team members• Drive operational excellence through process improvements, such as the standardization of the global market order submission process and the creation and alignment of global cross functional processes to reduce and maintain oversold units under 3% within NA business units• Serve as SAP Steering Committee member. Prioritize JIRA tickets on behalf of Master Data and Global Account Services, and partner with IT to drive resolution via enhancements and bug fixes

• Configured, trained, and implemented a Monday.com based Production ordering/tracking system, centralizing all orders in a single platform and providing real time order status for all cross functional teams• Created 5 Google Sheet tools to eliminate manual data entry. Reduced PO manual inputs by 71%.• Established corporate GTM (Go to Market) calendar detailing cross functional deadlines by month to execute 20+ product launches annually, allowing teams to effectively anticipate, plan, and manage their work• Delivered 12 business critical SOPs for business continuity and onboarding purposes• Established corporate, management, and cross functional meeting cadence and agenda structures to increase communication, collaboration, and awareness for any issues

• Ownership of: business analytics, calendar/process management, and sample management• Planned, executed, and maintained footwear and lifestyle GTM seasonal calendars and milestones, staying at least 4 seasons ahead of current work, to ensure 100% on time delivery for 16 milestone deliverables/season• Owned and optimized seasonal sales sample ordering process for ~6,000 pairs globally, reducing cost by 50% • Orchestrated bi-annual Lifestyle Summit for 10+ licensed accessory and apparel vendors to drive seasonal brand consistency for all products• Managed operations by providing guidance, ensuring alignment, and communicating any anticipated conflicts/issues for all current week and upcoming deliverables. Meetings chaired include: CMO staff meetings, CMO/DTC meetings, and cross functional product creation meetings.• Developed and provided standard onboarding training for Merchandising and Merchandising Operations new hires to standardize and ensure basic knowledge across all team members• Identified 8 critical cross functional process gaps with alternative solutions to minimize productivity disruption resulting from Covid workforce reductions. All suggested solutions were approved by the CEO and implemented.

• Served as on-the-ground liaison between business and product management teams, to facilitate system implementation of PETE (Product End to End) across multiple work streams and functional areas • Created and delivered training for multiple system modules across ~200 users and 2 brands• Spearheaded transition from legacy systems to the new system, including coordinating data migration from legacy to new system and developing/delivering cutover specific training, in preparation for successful go-live

• Led and managed SAP implementation within the Men’s division, providing user reported bugs, clearly defined enhancement requests, and mock-ups to help further illustrate requirements to IT partners• Supervised a team to execute and manage 15,000+ purchase orders annually across 5 brands and 74 vendors to achieve 93% average on time delivery to the distribution centers• Led Men’s Global Standard Operating Procedure Initiative, collaborating with Hong Kong and Italy offices, to create 53 SOP’s and 32 How-to documents for Production and Operations to drive global consistency• Automated reports (Excel macros) to reduce report creation time by 90%, enabling 600% increase in number of reports published• Created current/future state process maps for USA, Europe, and Asia operations across various product categories to streamline and standardize seasonal global buying process

• Process re-engineering and reorganization of operations to a future state model to yield cost savings of $2,500,000 over 5 years • Created master project plan, risk logs, interdependency requirements, and other various project documents

• Led process improvement re-engineering initiatives using Six Sigma (DMAIC) and Lean principles as key components for client business transformation• Created a Business Process Improvement Toolkit for maximized application of NexGen’s framework and internal capability building • Created process maps in collaboration with cross-functional business owners to identify high-risk process issues and “low hanging fruit” opportunities • Managed and conducted client business process interviews to understand inputs and outputs for operational functions to make recommendations for process improvements

• Owned business process and technical support for all functional areas within Sigrid Olsen pilot business model which reduced product development cycle time by 34% (Hong Kong assignment) • Project lead for US-Hong Kong global work shift initiative, ensuring total alignment across all regional processes (Hong Kong assignment) and implementation of standardized processes and cross-regional escalation policies• Coordinated and delivered global process training for US, Hong Kong, Shanghai, and Indonesia regions • Developed functional requirements and project plan for COO Dashboard• Served as the sole Liz Claiborne Inc. corporate representative to define functional requirements and conduct user acceptance testing for a global PLM (product lifecycle management) system

Initiative Project Manager• Managed and delivered 7 initiative projects on time and within budget while maintaining target inventory levels• Conducted gap analysis and created action plans for initiative delivery risks addressing the following areas: productivity, cost, delivery, quality, safety, and moraleProcess Engineer – Quality Systems• Recipient of P&G Global Beauty Care Quality Assurance Award for leadership and capability building• Created and led a network of 30 Quality Improvement Leaders to reduce quality incidents by 85% • Planned and executed SOP deployment of 5000+ individual trainings and qualifications Process Engineer – Manufacturing• Led line team through root cause analysis to eliminate minor stops by 50%• Managed the development of 10 equipment-specific training manuals, each containing visual instruction on basic operation, maintenance, and troubleshooting techniquesManufacturing Supervisor• Supervised 28 full-time technicians and up to 45 daily contractors • Owned weekly production schedule for 11 lines to manufacture and distribute over 1,000,000 pieces per week

• Conducted studies to research, analyze, and streamline various processes in the production of the Delta II and Delta III Expendable Launch Vehicles • Co-led a team of 20 multi-functional members in an Accelerated Improvement Workshop to eliminate non-value added activity and design a new layout for a process line area