•• Responsible for building and maintaining the vision and strategy of White House | Black Market’s omni channel allocation program, including team development, processes, technology, and oversight/governance.• Assisted in the design and implementation of a best-in-class allocation programs constructed around current industry trends• Provided strategic recommendations to the CEO and Brand President based on business analysis which resulted in annual sales of over $800M.• Leveraged data and business analysis to optimize store localization strategy leading to increase sales of 3% to plan.• Hired, developed and promoted over 40 team members.• Participated in many cross-brand company task forces, implementing new tools and systems; Warehouse Management- Direct Order Management, Google RFID, SAS Size and Pack Optimization.

• • Responsible for leading, mentoring, and growing a team of allocation professionals with varying levels of knowledge and expertise• Transformed the Allocation team into a high-performance group through operationalization, standardization, and six sigma continuous process improvement• Incorporated newly acquired Boston Proper brand in the allocation role for Chico’s FAS.• Executed vision and brand strategy of senior leadership.• Implemented customized multiple system program to leverage inventory across customer sales channels.

• Achieved $360M in sales through store localization strategies and new business initiatives. • Performed sizing analysis and implemented inseam expansion for Chico’s FAS.• Led the sportswear allocation team by creating user friendly tools, training classes, and individual coaching for development

• Executed allocation and size strategies in multiple departments to achieve $290M in annual sales.• Performed business analysis to provide recommendations to cross functional team members.

• Developed and implemented location and department plans seasonally for over 60 vendors and 13 departments.• Established, trained, and implemented a reverse vendor order process to increase productivity, reduce errors, and improve shipping for the children’s division.• Revised assortment by reducing styles by 56% to better drive sales and eliminate production costs.• Partnered with vendors, buying, replenishment, and planning teams to resolve merchandising and allocating issues resulting in $18.3M of sales for Fall 2007.

Supported development of proprietary brand. Created and performed analysis for financial management and ensured the brand integrity. Effectively communicated and problem solved with multiple departments. Coordinated all components of brand and project management. Presented and sold product to company presidents, division management, and buyers