Lead many aspects of Commercial Operations for the subsidiary companies of Kate Spade New York (Kate, Jack, Saturday), including International Logistics, Customer Service, and Corporate Allocations. Integrally involved in creating a scalable, sustainable infrastructure of process improvement to support rapid organizational growth across the globe.

Led a team of 200+ employees and managers in a dynamic, fast-paced high-volume distribution center responsible for the fulfillment of all orders for customers in the Mid-Atlantic Northeastern United States.● Managed a program of six separate projects to leverage systems to identify operational bottlenecks to streamline flows, resulting in an improved average velocity of 10% across all shipments, and up to 25% in some operating areas.● Implemented a number of process and infrastructure changes in our Order Assembly departments, reducing the error (credit) rates of these areas by approximately 50%.● Transitioned Freight Delivery service for New England customers to a new carrier, resulting in improved delivery times (typically 1 day) and a significant reduction in cost and credits to customers.● Led an initiative to calibrate and align performance management metrics across function-specific roles to improve the quality, consistency, and actionability of this information.● Managed $2.5 million corrugated materials budget. Renegotiated contracts on various corrugated supplies to save $250,000 annually in addition to streamlining the acquisition process.

Created a more lean and agile Marketing and Customer Relationship Management (CRM) department by focusing on core-tasks and streamlining the on-boarding process for new employees. Led sales development, e-commerce, and catalog distribution efforts for a population of 100,000 corporate customers accounting for $800 million in sales. ● Served as primary point of contact for all customers requesting escalation or resolution of complex issues, ranging from contract disputes to discount requests and extraordinary operational support.● Reduced marketing staff 33% (6 FTEs) while improving outcomes through a review of core-tasks, establishment and implementation of best-practices, and work automation.● Developed annual strategic marketing plan and $2M budget for distribution of catalogs to existing and potential customers across manufacturing, service, and research sectors. Identified opportunities to grow orders while decreasing distribution costs.● Conceived and implemented a multi-faceted High Potential Customer Program to grow orders at approximately 400 under-performing accounts - resulting in order growth of 40% within 1 year - far out-pacing performance of all other customer populations.● Reorganized CRM department to improve response times and minimize rework on customer requests. Increased same-day response rate from approximately 70% to nearly 95% of all workloads, while improving quality and simplifying the training process for new employees.● Served as technical liaison between Fortune 500 customers and IT during implementation of various entry-to-payment and ERP systems including Ariba, Oracle, SAP, and Sciquest.

Led the company’s most productive high-volume Contact Center (9,000 calls per day) in the continual pursuit of customer satisfaction and positive outcomes. During tenure, reduced handle times by approximately 20 seconds or 10% - best in the company - resulting in a staff reduction of 10 full-time equivalents while improving quality.● Conducted a comprehensive census of call typologies. Developed and implemented standard procedures and expectations for the most common circumstances, resulting in a 5% improvement in handle times across all calls.● Collaborated with internal programming team to develop and implement an Automated Caller Identification (ACI) system, resulting in a 6 second reduction in typical call times.● Utilized ERLANG & MERLANG staffing models to monitor patterns of incoming work and make appropriate changes to staffing, and spearheaded efforts across five company contact centers to standardize call-routing logic in AVAYA Call Center Management System (CCMS) to improve call response times and optimize company response rates. ● Developed a standardized listening & coaching program to manage performance and improve outcomes on all calls. Fostered transition of Contact Center from one focused solely on print-catalog usage and call response to one which incorporated comprehensive usage of our website for customers and representatives, alike.

Expanded client relationships, sales development, and market research efforts in New York & New Jersey, including high profile customers in the Pharmaceutical, Biotech, Higher Education, Energy, Construction, and Marine Industries.● Completed comprehensive analysis and expansion of a Same Day Delivery program for customers in New Jersey and Southeastern Pennsylvania. This highly successful program improved loyalty among customers, relieved stress on warehouse operations, and modulated order fluctuations during times of economic distress. It was later expanded to include more of Southeastern Pennsylvania as well as Northern Delaware.● Led an internal e-commerce consulting team tasked with developing a framework to measure the efficacy of search on www.mcmaster.com and issued recommendations to improve the customer’s experience, significantly improving search outcomes with respect to relevancy and specificity. www.mcmaster.com is consistently cited among the most trusted, user-friendly sites on the web. [http://www.btobonline.com/apps/pbcs.dll/article?AID=/20090914/FREE/909149992/1151/btobissue#seenit; http://www.consumerwebwatch.org/pdfs/stanfordPTL.pdf;http://delicious.com/Sonicboom/McMaster]● Managed transition of Same Day Delivery program - from RFQ through implementation - between service delivery providers to decrease costs and improve quality.