Manage demand intake to influence and evolve store systems. Closely partner with business segment and IT leaders to drive well-developed diligence at speed of retail.Own validation, prioritization and scope estimates to deliver actionable enhancement backlogs aligned to strategic roadmap for multiple retail brands.Influence business leaders to manage intake demand rigor, priority and visibility.Establish and cultivate cross-functional relationships to efficiently route matrixed scope requirements across build run teams with competing priorities.

Develop ideas into tangible, implementable solutions to align business case, high-level solution blueprint, change management outline, resource plan, timeline and budget for technology demand across the enterprise.Delivered $19.6M POS solution strategy and $5M scope change concurrently to meet roll out timeline to 981 locations.Developed $7M JDA Workforce Management enterprise solution delivery strategy encompassing 7 brands with 3,900 locations.

DSW, INC., Columbus, Ohio (2014 – 2017)ABG parent and footwear retailer, with 496 locations and $3 billion in annual revenues.OPERATIONS MANAGER, Affiliated Business Group (ABG) Inc.Delivered turnkey footwear programs, by leading business operations and technology efforts driving ABG field operations initiatives for DSW subsidiary. Implemented growth strategies to improve sales across domestic lease business accounts. Mobilized and managed shoe departments to retail companies seeking to outsource buying, planning and allocation functions while eliminating inventory expense and markdown risk. Led new store planning, e-commerce systems integration and project management process on behalf of client, rectifying third-party FC, data and relationship issues. Managed key client accounts – driving client onboarding, technical implementation and optimization initiatives – working in conjunction with client executive operations teams, including real estate, store operations, sales, .com operations, technology and visual business units. Managed client contracts, coordinating renewals, SLAs, and merchandise upgrades. Collaborated with IT divisions, merchants, and international business partners to identify position responsibilities and workflows needed to support emerging international business opportunities. ► Served $150 million client portfolio, supplying ecommerce services to and growing accounts across three clients, including Gordmans ($36.4 million), Steinmart ($109.3 million), and Frugal Fanny’s ($5 million).► Delivered additional $1.8 million in sales via implementation of Gordmans online business, growing Steinmart sales to $3 million over two years. Attained results by developing and implementing web site operations and distributed order management (DOM) system to deliver Direct to Consumer (DTC) fulfillment capabilities.

Hired to improve visibility of Victoria’s Secret store supply chain, served within sourcing and production arm of Limited Brands (MAST Global). Supported sourcing from key U.S. and Asian markets by providing visibility to work-in-progress, deadlines and design detail pass-off to vendors, leveraging network of 700 global suppliers of raw materials and production services. Directed team of three Project Managers to execute intimates, apparel, and accessories product life-cycles, supplying custom product development path and deadline reporting to technical experts.► Increased internal data compliance – while growing user adoption and managing deadlines – by launching system compliance campaign, which repositioned service level agreement with cross-functional global teams.► Recaptured 30% of productive department hours by re-calibrating business processes after streamlining report flows. Entailed removing report cycle – requiring 36 hours to produce – viewed as largely “redundant” by management stakeholders.► Utilized business process mapping and role clarity methodologies to increase visibility to early development risks within raw materials, technical design and product quality categories.

Charged with oversight of store technology and reporting functions spanning 1,000+ U.S. stores, supervised team of up to 5 associates and external consultants. Advised AVP of Stores Operations, influencing store Chief Stores Operating Officer, Executive Vice Presidents, Vice Presidents and Directors at business unit level. Guided technology optimization initiatives and code releases, engaging in help desk accountability, knowledge management and support issues – covering POS, MPOS, back office, phone, printer, computer, signature capture, tag, fit room and security systems, as well as internal communication devices. Maintained field sales reports and store back office applications and reports. Led, conducted and created variety of store technology, cash wrap administration and Associate training events, documenting all practices across several corporate policy & procedure manuals.► Helped grow VSS net sales from $6.1 billion in 2011 to $6.8 billion in 2013, or by total of $700 million dollars (representing 11.48% gain). Results entailed utilizing iPhone, iPad and POS devices to improve customer experiences and refine retail processes, across multiple business and technology projects.► Formulated and executed internal business process solutions and fleet implementation strategies, implementing and maintaining comprehensive strategy, technology and associate behavior training programs. ► Instituted cross-channel shopping experience leveraging multiple systems and devices. Led technical and operational teams to align long-term business strategies, policies, procedures and technical development efforts while meeting compliance and marketing program requirements. ► Drove innovations and creative thinking, by coaching talented stakeholders to stretch capabilities while maintaining schedules and delivering results to support strategic vision.

Served as Project Manager over store technology functional area spanning 1,000+ U.S. stores, overseeing up to five Tester employees and reporting directly to Senior Manager of Store Operations. As process, reporting, and technology leader, developed business cases justifying technology rightsizing, systems implementations and updates across new and existing resources – including POS, MPOS, phone, printer, computer and security systems.Prioritized numerous projects and often simultaneous initiatives, helping open stores – by directing installation of new systems – and remodeling existing locations via integration of new technologies. Also played key role in formulating associate behavior training modules and standard operating procedures.► Delivered $130K+ single-day sales capability to drive flagship store strategy through mix of technology and optimization efforts leveraging 33 registers and 30 mobile units at Herald Square location – by balancing register and mobile device quantities creating mobile customer experience and associate service model for store.► Helped employer realize $5.5 billion in 2010 store sales, by leveraging $300,000 budget to devise and launch “training lab road show” series across key New York City, Los Angeles and Hawaii retail markets. Positioned labs to deliver combination of eLearning and practical training modules to field leaders, managers and key cash wrap associates to scale over-night install. Highly customized version of Oracle POS application supported complex price and promotion logic, enabling batch processing and calculations. ► Within 72 hours mitigated show stopper defect impacting critical big-ticket sales roll-out deadlines by revising implementation strategy targeting zero risk stores across smaller markets. Adjusted roll-out strategy to preserve top 30 stores, translating to over $9 million monthly volume opportunity.

Significantly impacted corporate bottom line, by directing portfolio of initiatives after formulating business cases to garner support for proposed new technology and related store optimization enhancements. Identified existing constraints – prioritizing and developing project scope – ultimately upgrading complex suite of business reporting and monitoring tools. ► Produced additional $870,000 in sales – during peak sales periods in large box stores – after implementing first generation mobile POS terminals at $700,000 investment, initially introduced at Herald Square, New York flagship.► Created innovative concept and developed implementation strategy for first generation of mobile POS devices spanning retail operations, ultimately yielding higher levels of customer engagements.