Girder helps consumer-facing businesses supplement their leadership teams with proven executives who can accelerate the pace of innovation and growth with direct to consumer (DTC) and omni channel strategy, brand building, merchandising and integrated marketing. Through turn-key and time-tested engagement frameworks and processes, Girder can help you tap into the strategic and operational skillsets of best-in-class executive talent for a fraction of the cost of full-time hires.

As employee #17 and CEO of Outerknown, I led the company from a small startup to a respected leader in sustainable fashion, achieving over 30x growth and expanding the team to more than 120 employees. Over six years, I built a people-first, sustainability-focused model that balanced aggressive growth with clear profitability goals, resulting in 84 consecutive months of positive comp sales and positioning Outerknown as a pioneer in sustainability and circularity.I shifted the business from primarily wholesale to 80% digital, launching a new, modular Shopify+ website in just four months. This digital focus, along with a strategic realignment of wholesale channels and a partnership in Japan that opened all channels in that market, expanded revenue through 200+ accounts. I opened our first physical retail store and grew to 10 locations, which functioned not just as stores but as immersive experience centers. Here, customers could engage with the brand, learn about sustainability, and connect with our team—making each visit about more than just shopping.Sustainability was central to our mission. Outerknown became the first brand to apply for Fair Labor Association (FLA) accreditation before selling a single product and achieved accreditation faster than any other company, underscoring our commitment to ethical production. I also developed a 10-year roadmap for full circularity by 2030, with 95% of our production using preferred fibers like organic, regenerative, or recycled materials. We launched a digital take-back and resale platform to extend product lifecycle and opened a Vermont repurposing center for production waste.Operational efficiency was key: I consolidated four U.S. warehouses into one 3PL facility in CDA, delivering substantial savings through duty drawback and reduced shipping rates.Under my leadership, Outerknown became a high-growth, values-driven leader in sustainable fashion, setting industry standards for both sustainability and circularity.

As CEO of JackThreads, I led the company through a strategic transformation from a flash-sale site to a high-margin e-commerce brand focused on curated, quality menswear. Overseeing a team of over 250 employees, I guided JackThreads through multiple successful rounds of fundraising, enabling investments in growth, technology, and talent. I spearheaded the shift to a private label model, ultimately driving it to contribute 90% of our revenue, and launched the innovative "Tryouts" program—an industry-first feature that allowed customers to try items at home before committing to purchase. This initiative significantly enhanced the customer experience and drove our conversion rate to over 5%, a major benchmark in online retail.To support this transformation, we built an in-house team that created all of JackThreads' content, including product imagery, copy, and branded visuals, ensuring a unique and cohesive brand presence. I managed a strategic office relocation from lower Manhattan to Brooklyn, reducing expenses and creating a more efficient, collaborative workspace for our creative and operational teams.Additionally, I led the redesign of JackThreads' brand identity—from logo to packaging—to create a cohesive, memorable brand experience. Through a fully integrated team in merchandising, design, and tech, and with the development of a proprietary web platform, we streamlined operations across commerce, inventory, and content. This journey shaped JackThreads into a high-margin, brand-driven business with a loyal customer following, setting new standards in men’s e-commerce.

As President of Commerce at Thrillist Media, I spearheaded the growth of an integrated digital ecosystem that merged content and commerce to engage millions of millennial consumers. Thrillist Media was home to Thrillist, JackThreads, and Supercompressor—three brands reaching over 15 million subscribers and millions of daily visits, creating a powerful platform where editorial influence met shopping opportunities.Thrillist served as a leading lifestyle publication, curating city guides, food, travel, and culture content for young, urban audiences. Its trusted voice and trendsetting perspective attracted readers seeking the latest in lifestyle inspiration. JackThreads extended this experience into e-commerce, delivering high-quality men’s fashion, including a private label. With over 10 million members and significant daily traffic, JackThreads allowed us to transform Thrillist’s lifestyle content into shoppable experiences. Supercompressor added to this ecosystem with tech and gear insights, delivering product recommendations that could transition seamlessly from content to commerce.Our "content-meets-commerce" model provided a unique customer journey from discovery to purchase, with Thrillist’s editorial influence driving engagement and JackThreads’ e-commerce capabilities enabling convenient shopping. By leveraging deep audience insights and personalized recommendations, we strengthened brand loyalty and created an authentic, data-driven experience that resonated with our millennial demographic across multiple channels.

As GM/EVP of Men’s & Outdoor Active at Rue La La, I led three distinct business units—Men’s, Men’s Denim, and Outdoor/Active—driving double-digit comp growth and transforming Rue La La’s men’s category into a leading revenue driver. Over my tenure, I managed a team of 25, developing and executing a comprehensive strategy to expand and elevate the men’s brand, enhancing its appeal to a broader audience and securing a strong presence in the competitive online retail space.Serving an audience of over 5 million members and driving substantial daily traffic, Rue La La’s platform consistently attracted hundreds of thousands of visits each day, with a strong conversion rate fueled by highly engaging, exclusive sales events. I played a key role in designing and programming these daily sales events, launching them at 11 a.m. and 3 p.m. every day to keep customers engaged and drive ongoing traffic and conversions.I expanded product offerings by introducing new categories—yoga, golf, ski, and men’s contemporary—that diversified the men’s business and significantly boosted revenue. My work with the team included cultivating relationships with over 400 key brands, ensuring that Rue La La offered an exclusive, sought-after product assortment that resonated with our audience.To optimize team performance, I restructured the organization to align roles with strategic business needs, building a high-functioning, agile team that delivered on revenue and brand goals. My work at Rue La La also included shaping the brand’s online strategy and defining the tone and ethos of the Men’s and Outdoor Active categories, positioning Rue La La as a top destination for men’s fashion and lifestyle products.Through this growth-focused approach, Rue La La’s men’s business thrived, cementing a loyal customer base and a strong competitive position in the market.

As Founder of Rally Apparel, I built a brand dedicated to delivering high-quality, licensed apparel to passionate sports fans, focusing on the specialty retail segment. Rally Apparel filled a unique market niche by providing premium, thoughtfully designed fan merchandise that combined authenticity with retail quality, offering an elevated alternative to standard fanwear.I led all aspects of Rally’s business development, from initial brand strategy and go-to-market planning to product development and merchandising. With a deep understanding of the sports apparel market, I established strong partnerships with licensing bodies and secured access to exclusive designs that resonated with dedicated fan bases across multiple sports. Rally Apparel’s products stood out in a crowded marketplace, appealing to retailers and customers looking for stylish, durable, and officially licensed options.My approach included overseeing the design and production processes to maintain quality standards that aligned with the brand’s premium positioning. By collaborating closely with designers, manufacturers, and licensing partners, I ensured that Rally Apparel consistently delivered on its promise of retail-quality fanwear.

As Founder of Walker Concepts Consulting, Inc., I advised emerging apparel, footwear, and textile brands on strategic brand positioning, go-to-market planning, and competitive alignment. Leveraging deep industry expertise, I provided actionable insights that helped companies define their market presence and align their offerings with consumer trends, fostering growth and competitive advantage.At Walker Concepts, I developed comprehensive go-to-market (GTM) strategies, including functional responsibility matrices, resource allocation plans, and timing frameworks. My approach enabled clients to effectively scale operations, enter new markets, and maximize efficiency. I worked closely with clients to refine their brand articulation and market positioning, ensuring each brand stood out in a highly competitive landscape.My role also included conducting talent assessments and building high-performance teams for clients by aligning organizational structure with business goals. This process helped emerging brands create resilient teams ready to execute on strategic objectives. Additionally, I assisted brands in identifying and securing partnerships with key suppliers and retail channels to support their growth objectives.Walker Concepts was a catalyst for several successful brand launches, helping clients build sustainable, customer-focused brands with long-term potential. This consulting experience allowed me to share my expertise in brand strategy, operational planning, and market positioning, equipping clients to navigate industry challenges and capitalize on new opportunities.

As VP of Global Merchandising for Dockers at Levi Strauss & Co., I served as the chief merchant for the men’s and women’s businesses, leading a team of 15 merchants to drive global revenue for an $850 million business. My role encompassed developing seasonal and annual merchandising strategies, optimizing product life cycles, and aligning product offerings with market trends and consumer needs.To reinvent Dockers’ aesthetic and reach a younger, style-driven audience, I led the creation and launch of the Alpha Khaki and Soft Khaki lines. The Alpha Khaki, a tapered, slimmer-fit pant inspired by jeans, brought a rugged, modern edge to Dockers’ lineup and resonated with younger customers who valued versatility and style. Alongside Alpha Khaki, the Soft Khaki was designed for a refined, comfortable fit, integrating soft fabrics and a more relaxed style that aligned with contemporary trends. Together, these collections helped shift Dockers’ brand image toward a “cooler” and more youthful appeal, bridging the gap between casual and professional wear and making khakis relevant to a new generation.In parallel, I led the redesign of the global go-to-market (GTM) calendar, redefining the merchant role to integrate more closely with global brand initiatives. I reduced product complexity by 30%, improving efficiency and global consistency, and increased shared styles from 1% to 40%, allowing Dockers to leverage scale more effectively for cohesive, high-impact collections worldwide.Additionally, I implemented a segmented business strategy that targeted key consumer markets with tailored assortments, driving incremental sales. To support future growth, I established a college internship program to recruit and cultivate merchandising talent, ensuring a pipeline for the brand's future. My tenure at Levi Strauss & Co. solidified Dockers as a globally recognized brand with a renewed focus on younger consumers, product consistency, and market alignment.

As Senior Director/DMM of Men’s Merchandising at Gap, Inc., I led the strategy for an $850 million business, managing a team of 12 merchants to drive product development, seasonal planning, and brand positioning. When I began, the business was down in the low single digits; under my leadership, it transitioned to positive comp growth through trend-right assortments and a strong alignment with evolving customer needs.A major highlight was the re-launch of Gap’s 1969 Denim line, a $200 million opportunity to reclaim Gap’s heritage in denim while modernizing the fit and style for a new generation. Designed to compete with premium denim brands, the 1969 line featured high-quality denim, updated fits, and meticulous detailing at accessible price points. The launch was a success, achieving triple-digit growth in the denim category, driving traffic, and elevating Gap’s market share and reputation in denim.I also introduced experiential initiatives like pop-up shops and flagship locations, including Gap Men’s SoHo, which showcased the 1969 line and drew substantial engagement.To align teams and support strategic goals, I created the “Men’s Book,” a guide defining target customer profiles and long-term objectives for Gap Men’s. This tool became foundational in guiding product development, marketing, and merchandising.As a champion for talent development, I designed and taught courses for Gap’s Merchant University, part of the Retail Management Program (RMP), and served as a mentor in the High Flyer program, cultivating the next generation of merchandising leaders.My tenure at Gap repositioned Men’s Merchandising, reinforced Gap’s brand in denim with the 1969 line, and strengthened the brand’s focus on consistent, customer-driven products.

As Senior Director/DMM of Boys’ Merchandising at Gap, Inc., I led the $500 million Boys’ division, managing a team of 10 with oversight of planning, distribution, and production. My focus was on aligning products with market trends and Gap’s core family customer, transforming the division into a key growth driver.At the start of my tenure, the Boys’ division targeted too young an audience, focusing on a five-year-old demographic. I shifted this focus to target the 10-year-old customer, balancing styles boys wanted to wear with quality moms valued and a cool factor that appealed to gift-givers. This repositioning brought relevance to Gap Boys, aligning it with the needs of both kids and parents.To bring fresh appeal to the brand, I reintroduced outside partnerships into Gap for the first time since its Levi’s relationship ended in 1991, collaborating with brands like Junk Food and Converse. These partnerships offered exclusive products that enhanced brand differentiation in a competitive market.I introduced collections that maintained Gap’s reputation for quality while reflecting this new focus, building customer loyalty and expanding Gap Boys’ market presence. Seasonal promotional events and close collaboration with marketing increased traffic both in-store and online, driving sustained customer engagement and aligning with Gap’s strategy of customer-centric merchandising.Committed to team development, I mentored emerging talent, guiding merchants and designers to execute on brand strategy. This collaborative environment allowed Gap Boys to stay ahead of trends and execute with consistency. Under my leadership, the Boys’ division saw substantial growth and re-established relevance, supporting Gap’s mission to provide quality, trend-forward apparel for families.

As Senior Director/DMM for the Lewis & Clarke Project at Gap, Inc., I led the product function in this transformative initiative, which modernized Gap’s merchandising and supply chain strategy as part of the Product 3.0 overhaul. As the lead merchant, I acted as the central hub of communication, ensuring cross-functional alignment across planning, distribution, and marketing, and keeping all teams on track with deadlines and strategic goals.Chosen for our innovation and agility, our small, elite team took bold steps to reinvent Gap’s approach. We completely closed all Gap stores in Denver for a year, relaunching them with a new brand identity, redesigned to create a more engaging and modern shopping experience. This relaunch aligned with Lewis & Clarke’s objectives of elevating brand perception and deepening consumer connection.Our data-driven strategy focused on aligning product assortments with regional demand, improving sell-through rates, and minimizing overstock. We leveraged advanced inventory tracking for a seamless omnichannel experience, allowing customers to reserve items online for in-store pickup. This approach reduced lead times to 8–10 weeks, significantly boosting Gap’s responsiveness and customer satisfaction​A key tactic was "fabric platforming," using shared fabrics across products and seasons to cut costs and allow rapid replenishment. By positioning materials upstream in the supply chain, we accelerated production cycles, directly supporting Gap’s goals to reduce markdowns and maintain reliable stock levels.I also collaborated with marketing to craft a cohesive brand narrative around the Lewis & Clarke project, positioning Gap as an agile, customer-centered brand. This initiative established a scalable, responsive model that enhanced both operational efficiency and customer loyalty.

As Merchandise Manager for Men’s Knits, Active, and Sweaters at Gap, Inc., I directed strategy and execution for a $450 million business, leading a team of six to drive growth and align assortments with customer needs. My focus on key item additions during peak seasons led the division to exceed the annual retail plan by $11 million and the GM$ plan by $10 million in 2004.I oversaw core product franchises, including the Pocket T, Pique Polo, Pro-Fleece, and Holiday Sweaters, optimizing these staples to maintain relevance and drive customer loyalty. Through strategic enhancements to design, fit, and fabric, I ensured these products resonated strongly, boosting sell-through and supporting category performance.Serving as the New Store Coordinator representative in merchandising, I partnered with store design to curate and set aside tailored assortments for new store openings. This role involved aligning products with regional demand and brand presentation standards, contributing to impactful store launches and strengthening Gap’s market presence.Recognized for my planning expertise, I was selected as the Merchant representative on the Lewis & Clarke (L&C) task force, focusing on localized product strategies and flow timing to meet diverse regional needs. This role was pivotal in making Gap’s merchandising more responsive to consumer demands across markets.In addition to these strategic responsibilities, I managed and developed a team of Assistant Merchandisers, Merchandisers, and Merchandising Assistants, fostering talent to ensure high performance and alignment with brand goals.This role highlighted my ability to drive category growth through data-driven product strategies, support new store openings with curated assortments, and lead key company-wide initiatives, reinforcing Gap’s competitive edge in the men’s apparel market.