• Starting up six Egypt Full Package vendors for Fall and Holiday 17 Season. Additionally; managed all seven Central America and Mexico partners.

Built and maintained comprehensive global knit fabric mill matrix of 30+ resources to fulfill needs of Majestic proprietary apparel brand. Have a keen understanding of each design team's garment needs, sample costing targets, and regional production needs of each style. Partner closely with the global sourcing office to cost engineer styles into target price points while maintaining a cohesive design vision.• Managed all incoming development fabrics to produce athletic apparel under the Majestic trademark. These included from uniforms for the Major League Baseball to all Fan's apparel. • Built and maintained a library of fabrics samples into one database.• Worked with Central America, Asia, and local USA fabric mills develop and source future fabrics.

Report to Director of Sourcing Latin America. Responsible for managing the Merchandising Department of Apparel Production with 8 direct reports and 10 indirect local QA in plant Auditors. Concentrated on support to Latin America facilities and operatios departments with annual FOB buys of $100M+.• Introduced Fast Fashion styles in the company. Our team was able to execute styles within 4 to 6 week window.• Increased “FOB” by 20% from 84M to break the $100M • Travel to HK Sourcing Headquarters for the quarterly buying trip. Competed with other buying offices from China, Korea, and India for the allocation of all direct import garment styles within the company• Managed 400 garment styles per year divided into four seasons • Managed all contracts from order placement to actual export. These included all develepment troubleshooting, creation of UPCs, establish rules of origin, place duties if needed and any other special requests. Followed up the contracts (in country production) until export at local country port.• Increased on time delivery from 69% to 100% in my first two years with the company.• Managed up to fifteen active vendors in ten different countries in Latin America and Asia.• Established a weekly WIP report that was discussed in production meetings with the local vendor and our own in country QA team.• Travel extensively to Latin America to review production with local factories. Countries visited Guatemala, El Salvador, Nicaragua, Colombia, México and Perú.• Maintain “0” quality claims at store level for all garment produced• Able to increase the order fulfillment above 97% mark (shortages).

Started up operational policies and processeses improvements to ensure superior quality of recycled yarn. Managed 7 supervisors overseeing 45+ exempt and non-exempt employees. Design and implement coaching and training programs to develop staff, increase efficiency, and improve performance. Managed operational and capital expense budgets exceeding $3M.• Layout, set up and started up operations for 400K lbs/month yarn spinning (75% recycled cotton) company transfer from Canada to El Salvador. • Managed 6 outside contractors for the installation of equipment, additionally in charge of all hiring personnel at the plant (45 employees).• Managed purchases over $300K in installation costs to start up factory in 6 months, also in charge of all raw material purchases and spare parts.• Established and manage all key accounts in Central America• Established all internal operating procedures from logistics, import/export, inventory, purchasing, and invoicing

Managed the conversion of 100K pounds of fabric. From purchase of yarn to on time fabric deliveries at apparel plants.• Start and set-up operations for a commercializing company that will purchase yarn and sell knitted fabrics to the major apparel export markets.• Successfully introduce systems for subcontracting knitting, dying, and finishing.• Oversee production of 100K lb/wk including scheduling, deliveries, and shipments.• Manage all new accounts from lab dips, first lots, and production runs.• Successfully introduced 5 major clients including HBI, Lacoste, Jerry Leigh, Knights Apparel, and JC Penney.

Oversaw the movement and installation of HBI textile machinery from North Carolina to El Salvador.• Managed the installation of textile equipment into HBI El Salvador plant. Machines installed: 8 Scholl dye machines, 2 compactors, 3 softener pads, 2 nappers and 1 shrink-wrap unit. • Follow the progress each day of the areas of textile production. Identify any issues that would cause us to miss the weekly growth goal schedule (4% growth per week). • Developed a spare parts list on major equipment and determine needs of parts that need to be ordered. Assisted plant in set up of a spare parts storage system. • Identified quality concerns and assit plant to make updates to the process to improve quality.• Installed procedures in the cutting room to decrease shipping discrepancies to less than 0.5%.• Introduced Key Indexes data sheet to monitor performance of the textile facility and report weekly to Senior Management.

Managed the transition of textile operations from Grupo Tacana to Merlet. • Increased production from 80K lb/wk to 125K lb/wk.• Increased invoicing from $750K to $1.3M per month. • Managed a $14M annual budget.• Reorganization of all key management positions.• Development of new fabrics for new products for changing and emerging markets.• Introduced new clients into Grupo Merlet, including Jerry Leigh which grew to 20% of annual invoicing in the first year.

Under Sara Lee Branded Apparel management took control of local t-shirt contractor in San Pedro Sula, Honduras and internalize production as "in house". • Responsible for $14M budget, plus all capital projects.• Increase T-shirt production from 43K to 90K dz/wk• Introduction of Tagless T-shirt into the US Market. Transitioned the plant in 2 months.• Work a 4x4 shif, 77 hour week, and 100% sewing teams.• Increase employee population from 700 to 1300• Introduction of lean manufacturing concepts.• Reduce AQL from 2.0% to 0.9% and off-quality from 3.5% to 2.4%• Reduction of annual turnover from 24% to 11%, and maintain a non-union environment • Reduction of indirect positions from 20% to 8%.• Decrease from 100% inspection to 50% across all t-shirts teams.