The CRSTBL project is attempting something never attempted in the business world. We are creating a next-level channel marketing platform with predictive AI capabilities and recruiting a majority of companies in a $50B vertical CPG industry with 200+ manufacturers, 60+ distributors, 25,000+ retail locations, numerous marketing/advertising agencies--all to become client-subscribers on our platform. We believe it's possible to recruit all these companies because our team knows and have warm relationships with most of these companies or are within 2 degrees of most of the executives at these companies (even the 25,000+ retail shops).In return for each of these companies using our services and contributing their enterprise data--which will give us an unprecedented view of the product lifecycle of tens of thousands of products (SKUs) at each segment of the supply-chain-- we will help each company achieve high ROI in new product launches, higher sell-through rates while reducing overall dead inventory levels. We estimate the economic value of these savings in this one industry to be between 10-15%..and we are also hoping to save this one industry between $1B and 3B in waste.We will do this by developing specific PAI models for key functions in R&D, PM, marketing and purchasing for each company so as to improve their new product pipeline, demand forecasting and store merchandising plans throughout the year. The monumental amount of data to be provided will drive our ML and algorithm development tailored specifically to these operational areas. From this experience (organizing the majority of participants in one industry, as opposed to the prevailing option of each enterprise having only it's own data to build AI models), we want to validate whether AI can really help businesses run better in a collaborative, thereby provide a model for organizing other industries to achieve similar results. 2025 will be a watershed year for enterprise DaaS + PAI.

Fullmoon SD – For this client, I developed and introduced purchase, receiving, and inventory procedures to minimize overbuying, reduce shipping errors, and apply costs controls. I implemented new HR policies and procedures to support staff and ensure employee retention.• Generated budget sheets for labor and purchasing to maximize profits and plan for busy seasons.Mirage Stationery - For this company, I analyzed its business needs to select the appropriate ERP/ B2B/ B2C/ WMS set-up. Once I selected the system, I migrated the data, set up master data and user access. I defined the business rules and trained office and warehouse staff on how to use it. In addition, I established purchasing policies and procedures and selected pick-and-pack locations so the ecommerce business could transition from Amazon FBA model to direct in-house fulfilment of Amazon and Shopify orders.• Revamped and controlled production processes for better tracking by providing tools.Offline Inc. - For this company, I detected gaps in their current ERP and suggested solutions for related problems. I designed a new warehouse and e-commerce-friendly set-up for pick-and-pack at piece level.• Picked best WMS system and implemented new ERP.

In this position, I oversaw its global supply chain activities, recruited staff, and improved performance. Optimized ERP use, reporting, process implementations, and automation. Created and distributed development/ production calendars. Ran weekly calendar meets within every department. Visited factories, conducted performance reviews, and reinforced strategic partnerships.Key accomplishments:• Promoted to VP of Operations in Jan 2016 for outstanding performance.• Automated order entry processes in ERP, slashing 90% of manual order entries and reducing customer service team from five to three employees.• Saved 50% in duties and 30% in freight and warehousing costs through direct shipment to Europe from Asian factories.• Renegotiated FedEx DTC rates, saved shipping, and grew sales by 20%.• Increased efficiency 30% through introducing automation by reducing steps in allocations, pick tickets creation, packing, shipping, and invoicing.

For this company, I oversaw all phases of operations. I created standard operating procedures (SOPs) for the production department. I also initiated vendor compliance processes, controls, and zero chargebacks. I additionally updated several processes worldwide, including sales/ purchase orders and export/ import files, automated invoicing, automation of goods receipts, invoices, and reports generation. I shipped to over 30 countries directly from factories to distributors and implemented CTPAT (Customs Trade Partners Against Terrorism) for the company.• Promoted to Director of Operations from Production Manager after two years.• Amplified sales from $0 to $3M/year over 2 years by starting e-commerce program with team of three members.• Built shopping cart with Magento and created connections to SAP B1 for smooth order processing.• Spearheaded set up of 940/ 945 between SAP and 3pl WMS systems.• Created five-year action plan for every department based on company's overall direction.

Scheduled production factory/line seasonally to maximize production time and meet customer demands.Created PO Management tool to oversee Purchase Orders, On Time Production, Lead Time, and On Time Shipping. This enabled brief and accurate overview of production and shipping flow.Successfully managed 8 factories in Asia shipping to worldwide destinations.Controlled booking process from overseas factories for over 100 containers/month and tracked until final delivery for drop shipments to customers and to DC Shoes warehouse.Created flow charts of DC shoes operation, analyzed and corrected problem areas.Created Vendor Compliance Chart for all customers and implemented with factories to ensure shipments are compliant with customer’s needs. Reduced V.C. charge-backs by 50%Created HTS Code (Duty %) list and maintained new models to ensure lowest duty percentage.