Mario Roberti Email & Phone Number

Portland, Or, Us

Portland, Or, Us

Responsible for leading and directing the Nike special assets division, 100+ people globally. This role owned three streams of work: GM of Global internal sales (Nike product/Physical assets), Nike’s internal product supply chain policy & governance & Event ticket policy and governance. Valued member of the functional senior leadership team. Member of the Game Changers team, Top 200 high performing senior leaders at Nike, tapped to lead and influence the organization through a time of significant change.• Served as the GM of Nike’s internal asset sales channel globally. Nike’s asset sales were managed across a multi-channel strategy (e-commerce and physical retail) entity to provide employees with access to distressed product inventory, retired physical assets & other Nike branded items that were not eligible for sale to Nike’s general consumers.o Managed and lead the strategic direction for the team functions: Brand Marketing, Product Merchandising, Sales Planning, Supply chain Operations, Customer Service and Business operations functions. o Managed 3 Physical retail locations Beaverton, OR, Memphis, TN), Hilversum, NLo Led revenue growth across all global sales channels resulting in revenue of $14M. Prior to building this company within Nike, this was a negative impact on the P&L, to a Revenue growth driver from $0M to $14M.• Created Nike’s first event tickets policy to manage the global ticket acquisition process, distribution governance and final disposition of excess tickets, in response to an internal audit. Developed the policy deployment plan, system implementation and transition plan and the excess disposition sales plan. This program covered $50M in annual ticket assets globally and supported nearly 15K system users.• Sustainability champion, supporting Nike Inc’s commitment to zero finished product waste, diverted over 500k units annually, 10% of Nike’s total recycling program avoiding destruction of finished product waste.

Created this concept of this role, business case, and successfully pitched the COO and CFO for its creation. Formal transition into the Director of Special assets in December 2016. Initial responsibilities were to create the role and functional scope, span of control, and initial year roadmap. • Developed the global proposal for Nike’s internal product supply chain governance team. Prepared leadership presentations for the CFO & Chief Legal Counsel to explain the investment request and the ROI to Nike for that investment. Hired a global team of 5 people that effectively and efficiently supported Nike Complementary product supply chain (roughly $1.5B of product at retail value annually). • Led the team ensuring all global functions comply with product policy, managed non-distribution center inventory and product disposition• Identified opportunities to minimize Nike’s exposure and brand risk of destroying distressed products. In response, created and built Nike's Internal employee only ecommerce business “the vAn”. This sales channel was able to liquidate assets by selling them to employees, avoiding destruction and created a brand energy/engagement platform.