Led team of 20 international analytics professionals supporting Sales, eCommerce, and Marketing teams with insights about their business. I supported Newell Brands' growth strategies for Walmart, Target, Amazon.com and Costco in the US and globally. I supported both day-to-day management of the business (dashboarding using Power BI, ad hoc analysis, event support, ROI analysis, SEO analysis, etc.) along with project-based analytics. I migrated the organization from Walmart Retail Link to Luminate (Wal-Mart's new data platform), providing insights and training the organization on new data available. This enabled our Walmart selling organization to dive deeper into performance across the portfolio there, while also providing valuable insights into our brands overall. I also led a team that combined marketing data from multiple sources (AMS, WMC, Google ads, social, etc.) and provided reporting across our over $100M investment in marketing in the US. This drove improved performance in ads (higher ROAS, lower CPC) along with enabling our Data Science analytics with detailed data to improve time to value in MMMs. I also built a data model for our Amazon.com business which enabled the organization to improve forecasting for one of our top customers. Using POS data, retailer inventory data, and internal invoice sales data I was able to automate a process by which we forecasted consumption and then drove into a demand forecast using weeks of supply to guide the output. This drove improved forecast accuracy and better visibility within the sales and demand planning teams and enabled improved collaboration.

During my time in this role, I led a team of 5 analysts in building out our Amazon.com analytics reporting and insights. We were among the first beta users of the Sales performance API, which provided POS, traffic, conversion, forecasting, and in-stock data for one of Newell Brands largest global partners. We built dashboarding for our most important KPIs upon the data model that we created with this data. We also set-up real-time data ingestion for tentpole events like Prime Day, which allowed us to guage performance mid-event and adjust as needed. We also enabled reporting and insights for our AMS marketing investment, which allowed the organization to understand and optimize that investment. We also built AI/ML models with dashboards for the organization to better-understand search term performance on Amazon (which terms were rising and falling within statistical parameters) and Ratings and Reviews text analysis. This all led to growth of our global Amazon.com business that outperformed the balance of Newell's business significantly over that timeframe.

» Led team including IT, Sales, and Marketing departments to integrate & modernize all US-based customer POS data into one centralized hub, creating standardized KPI’s around Retail POS for the organization.» Grew revenue $14M through development of Discretionary Trade Spend Analytics tools for JCS, reviewed ROI by event and customer in order to optimize $40M annual budget, increasing GM for the business.» Increased usage of BI Tool 6x over two-year span through development of company-wide educational program in an effort to foster & embrace a culture of analytics throughout the organization. » Drove supply chain and customer service excellence by creating KPI reporting (inventory turnover and E&O reporting, cancellations, and demand reporting), driving operational efficiency through increased collaboration.

» Responsible for 12 month rolling forecast for $500M Global Personal Care and Wellness business; containing ten product categories, including seasonal (fans, heaters), year-round (scales, heating pads), and durable/consumable (air purifiers, humidifiers). » Achieved forecast accuracy goals 6 years straight, driving overall accuracy 4% over industry standard by 2013. Drove customer fill-rate scorecard improvement from 95% to 98% on average over that time, at the same time reducing JCS inventories by 5% and reducing fees associated with expediting product by 12%. Awarded Sales Champion award twice for operational excellence.» Directly managed internal team of three, with responsibility for remote teams (Wal-Mart and Target offices). » Collaborated with three manufacturing facilities (in China and USA), three warehouses, along with supply chain team in order to significantly reduce finished-goods inventories, WIP, and overhead by implementing best-in-class demand planning processes. Strategies implemented led to 18% reduction in overall PCW inventory in 2013, while seeing fill-rates increase 9% over same time.» Developed partnerships with Sales and Retail Planning counterparts at top accounts (Wal-Mart, Target, Costco, Walgreen’s, CVS, Petsmart, Amazon.com) and managed multiple channels of distribution (mass, grocery, drug, pet, big box, DTC, etc.). Member of team that received “Vendor of the Year” award in 2011 from Target.» Implemented Logility DP software integration, leading to increased forecast accuracy and improved operational efficiency.» Created scorecard tools to track and understand accuracy measures (WMAPE and bias) in order to develop best practice strategy for managing 2,700 active items across 350 customers.» Member of team responsible for implementing direct ship program from warehouse facility, leading in-part to 3 consecutive years of double-digit ecommerce growth.

Collaboratively developed $100M non-seasonal Wellness forecast. Enhanced planning process by engaging with Sales leadership, Supply Chain counterparts and marketing constituents to drive forecast error down by 18% in first year in this role. Created new KPIs (WMAPE, Bias) that peers could understand and engage with and utilized new tools (POS to drive demand) to help the business unit understand what drives forecasting efficiency.

» Developed rolling 18 month forecast for Perry Ellis and Papi brands within sleepwear, underwear, and hosiery businesses.» Coordinated with Sales and Marketing teams to drive key initiatives, new product launches and promotions while reducing inventory levels on a monthly basis.» Met with customers on a quarterly basis to develop most impactful assortments on shelf.» Directly called on department store accounts (Boscov’s, Carson’s, Belk, Macy’s, Steinmart). Grew Perry Ellis share within territory by 65% while growing margin by 25%.

» Managed $45M Luxury Linen business for Macy’s Florida business (previously Burdines).» Drove 21% reduction in average inventory over two-year span by partnering with multiple national brands (Ralph Lauren, Tommy Hilfiger, DKNY) in order to maximize productivity and sellthru rates.» Partnered cross-functionally to develop plan-o-grams, out-year plans, ladder plans, and weekly purchases.