Retail Head Office Operations consultant covering:All sales channels: Retail; Digital; Franchise; WholesaleBusiness process improvementDirect to Consumer strategyBusiness data model/reporting improvementBusiness systems upgrades including: MFP; AP; ERP; MDM; PIM - RFP through to UATBusiness requirements gathering (Functional and Non-Functional)As-is/To-be process mapping and Target operating modelStakeholder management

- Lead the Direct to Consumer business transformation program. Manage senior stakeholders through financial sign off and engage with end users through design and change management.- Rebuild the Data and Reporting platform from infrastructure, through data modelling to end user report design- Drive supply chain transformation to support shift from Wholesale focus to meeting DTC requirements. Successfully moved the business to report on OTIF per channel rather than pure volume across all… Show more - Lead the Direct to Consumer business transformation program. Manage senior stakeholders through financial sign off and engage with end users through design and change management.- Rebuild the Data and Reporting platform from infrastructure, through data modelling to end user report design- Drive supply chain transformation to support shift from Wholesale focus to meeting DTC requirements. Successfully moved the business to report on OTIF per channel rather than pure volume across all channels. - Create systemic structural hierarchies for both product & location and put in place the data governance to improve the integrity of all master data.- Implement a new pricing strategy and tool to improve global control over pricing implementation and generate additional data points for more enhanced markdown analytics.- Support the design and delivery of all merchandising products e.g. MFP, AP, Space Planning, Allocation and Replenishment, Markdown optimisation etc- Switched the European DTC business internal reporting to Landed Cost Price instead of Transfer Price to greatly enhance visibility of vertical margin performance.- Delivered a new system and process for DTC business to control product seasonality and therefore improve management of seasonal stock. Show less

- Redesigned data model in CRM system to improve efficiency and standardise data inputs for enhanced reporting capability.- Designed new reports, making use of improved data model, to dramatically increase candidate discoverability tailored to the specific mandate of the client.

- Extensive cross functional interviews and business requirements capture phase.- Map As-is processes for the End to End product lifecycle (Strategic financial planning through to End of season sale)- Conduct review of business pain points- Propose a Target Operating model- Perform gap analysis / Identify priority areas of focus- Create roadmap of tactical and strategic solutions to achieve target operating model- Support any tactical solution developments.-… Show more - Extensive cross functional interviews and business requirements capture phase.- Map As-is processes for the End to End product lifecycle (Strategic financial planning through to End of season sale)- Conduct review of business pain points- Propose a Target Operating model- Perform gap analysis / Identify priority areas of focus- Create roadmap of tactical and strategic solutions to achieve target operating model- Support any tactical solution developments.- Successfully delivered a new cross functional operating model, bringing the 2 brands into alignment with each other. Show less

- Short term contract with the Tommy Hilfiger and Calvin Klein ecommerce teams.- Clear project backlog for In-Season WSSI and associated reporting by working closely with the Business and Technical teams.- Support deeper roll out of the WSSI tool by providing hypercare support to the Business users.- Develop management reporting layer to further embed the new tool into broader working practice and drive up user adoption.- Knowledge transfer to incoming Product Owner.- Drive… Show more - Short term contract with the Tommy Hilfiger and Calvin Klein ecommerce teams.- Clear project backlog for In-Season WSSI and associated reporting by working closely with the Business and Technical teams.- Support deeper roll out of the WSSI tool by providing hypercare support to the Business users.- Develop management reporting layer to further embed the new tool into broader working practice and drive up user adoption.- Knowledge transfer to incoming Product Owner.- Drive the Build/Test phase of the Pre-Season WSSI- Support the Training/Rollout phase of the Pre-Season WSSI Show less

PVH - specifically Tommy Hilfiger and Calvin KleinJuly 2020 - October 2020Deliverables: * Data model reconstruction with special focus on product hierarchy* New tool to allow business users to manipulate product hierarchy within guidelines to ensure ongoing functionality of new WSSI tool.* New in-house WSSI system for the ecommerce teamsResponsibilities:* Project lead working closely with business project sponsor and internal SMEs.* Business… Show more PVH - specifically Tommy Hilfiger and Calvin KleinJuly 2020 - October 2020Deliverables: * Data model reconstruction with special focus on product hierarchy* New tool to allow business users to manipulate product hierarchy within guidelines to ensure ongoing functionality of new WSSI tool.* New in-house WSSI system for the ecommerce teamsResponsibilities:* Project lead working closely with business project sponsor and internal SMEs.* Business architect/Business analyst/SME - gathered and refined requirements to suit capabilities of in-house technology.* System designer - Defined all metrics, data versions, calculation engine, workbooks, views etc.* Testing - Performed all unit testing and defect logging. Produced UAT scripts and ran UAT.* Training - Produced all training documentation and delivered training sessions. Show less

Driving the operating model and best practice across all sales channels for Dorothy Perkins, Burton and Miss Selfridge. I own the commercial deliverable of improving both speed to market and delivery on time for Retail, Digital, Wholesale and Franchise.The role has an extremely broad remit, encompassing multiple business functions. Some of the projects that I lead include:* Buying/Design calendar and RACI. Streamlined and redefined how the two functions interact with each… Show more Driving the operating model and best practice across all sales channels for Dorothy Perkins, Burton and Miss Selfridge. I own the commercial deliverable of improving both speed to market and delivery on time for Retail, Digital, Wholesale and Franchise.The role has an extremely broad remit, encompassing multiple business functions. Some of the projects that I lead include:* Buying/Design calendar and RACI. Streamlined and redefined how the two functions interact with each other throughout a season. Clearly defined inputs, content and outputs of every meeting to clear up much of the ambiguity that was apparent.* Designed and implemented a raft of new reporting capabilities to provide detailed visibility of future intake overlaid against the requirements per channel or business partner. This was primarily achieved through the use of Power BI to take advantage of the huge amount of data that is held within Excel spreadsheets.* Designed a new standardised product critical path tracking tool for the Buying function. Successfully rolled out to all 1,200 suppliers and is now being used for aggregated reporting to identify issues much earlier in the supply chain than was previously possible.* Introducing new WSSI reporting and KPI tolerance levels to bring stock levels under control. This covered anything from new processes to ensure initial stock phasing was done correctly through to permission to ship guidelines to ensure smooth and steady throughput at the DC. Show less

Enterprise Architect for the B&M domain matching Business Strategy with the right I.T landscape to support it.* Driving the development of an end to end target operating model to better align business processes and systems requirements towards succeeding in new B2B routes to market, specifically Wholesale. * Lead architect on a Global reporting programme encompassing all brands and all sales channels.* Driving development of the data model and hierarchy design needed to support… Show more Enterprise Architect for the B&M domain matching Business Strategy with the right I.T landscape to support it.* Driving the development of an end to end target operating model to better align business processes and systems requirements towards succeeding in new B2B routes to market, specifically Wholesale. * Lead architect on a Global reporting programme encompassing all brands and all sales channels.* Driving development of the data model and hierarchy design needed to support the reporting requirements.* Driving a review of organisation design up to and including Board level in order to improve Arcadias ability to embed change across all its brands* Guiding the business in the use of exchange rates within multiple systems to ensure consistent valuation of revenue and costs across numerous currency jurisdictions.* Developed a high level set of value chains that cover B&M operations in order to help I.T colleagues understand how the complex network of processes and systems fit together. Show less

Business Process Design / Business Architecture – Nov 2015 to September 2017• Lead SME for design of new Merchandise Financial Planning solution (Oracle RPAS technology)• Creating and presenting KDDs to the Design Authority• Conducting Business Architecture/Operating model workshops to establish a firm foundation for design of the Merchandise Financial Planning system.• Defining the relationship and data integration requirements between solutions in the B&M domain o MFP;… Show more Business Process Design / Business Architecture – Nov 2015 to September 2017• Lead SME for design of new Merchandise Financial Planning solution (Oracle RPAS technology)• Creating and presenting KDDs to the Design Authority• Conducting Business Architecture/Operating model workshops to establish a firm foundation for design of the Merchandise Financial Planning system.• Defining the relationship and data integration requirements between solutions in the B&M domain o MFP; AP; IP; RMS; EDW; RDF; Hyperion• Leading design workshops to highlight differences and benefits of conducting financial planning activities through an integrated, multi-dimensional database as opposed to excel spreadsheets.• Driving design and stakeholder management across a broad range of topics within the business e.go Cost accounting; Common Stock; Enterprise reporting; EDW configuration; Assortment Planning processes; Demand Forecasting; Constant Currency planning; Product and Location hierarchy redesign.• Leading cross functional design discussions between RMS, MFP and AP projectso Drove the attribute requirements needed within the RMS merchandise and location hierarchies to support the hierarchy requirements for planning• Leading the development of a new Central Planning and continuous business improvement function• Educating the business on the shift from a seasonal WSSI to a price status based WSSI Show less

• Lead SME for design of new Merchandise Planning solution (JDA Enterprise Planning)• Learned and Enhanced the calculation logic for the Enterprise Planning calc engine.• Extensively tested new tool paving way for a very smooth UAT experience for all involved.• Key design feature shifting the business from a seasonal WSSI onto a price status WSSI.• Aided team morale by maintaining a strong working relationship with both delivery partner and software vendor in spite of some very… Show more • Lead SME for design of new Merchandise Planning solution (JDA Enterprise Planning)• Learned and Enhanced the calculation logic for the Enterprise Planning calc engine.• Extensively tested new tool paving way for a very smooth UAT experience for all involved.• Key design feature shifting the business from a seasonal WSSI onto a price status WSSI.• Aided team morale by maintaining a strong working relationship with both delivery partner and software vendor in spite of some very difficult moments.• Established a position of trust within the programme becoming the “go to guy” for any questions relating to the whole merchandising job spectrum, not just the new Planning Tool.• Supported change impact assessment and helped to ensure training materials were focussed on the areas of biggest change for the business users.• Invited to be a member of the JDA special interest group as the representative of M&S.• Successfully delivered both the Pre-Season and In-Season WSSI providing hyper care during the rollout phase to facilitate user adoption. Show less

Mens Outerwear (Feb 2013 - Sept 2013)

Mens Footwear and Accessories (Apr 2011 - Apr 2012)Mens Shirts, Knitwear, Outerwear & Formal Wear (Apr 2012 - Jan 2013)• Became a super-user of the Oracle Retail Merchandise Financial Planning system• Consulted on configuration rules for Quantum demand forecasting tool• Established a merchandising foundation on a department that had been working without one.• This included introduction of space planning, OTB control measures and a change in line life expectations to help… Show more Mens Footwear and Accessories (Apr 2011 - Apr 2012)Mens Shirts, Knitwear, Outerwear & Formal Wear (Apr 2012 - Jan 2013)• Became a super-user of the Oracle Retail Merchandise Financial Planning system• Consulted on configuration rules for Quantum demand forecasting tool• Established a merchandising foundation on a department that had been working without one.• This included introduction of space planning, OTB control measures and a change in line life expectations to help control the markdown budget.• Managing an AM and an Optimiser. Developed both through to earning promotions.• Grew Footwear & Accessories by 15%, sales and profit. Show less

Mens Loungewear (Nov 2004 - Sept 2005)Mens Accessories (Sept 2005 - Dec 2008)Mens Underwear (May 2009 - Dec 2009)Mens Clothing - Maine (Dec 2009 - Mar 2011)Merchandiser – Maine New England and Maine 5G Mens Clothing – December 2009 to March 2011• Grew AW10 sales by 6% from £22m to £23.3m. Profit growth was 5%. Profit density growth of +8% on Maine, and +16% on 5G vs divisional bottom line of -3%.• Strength of performance led to Maine gaining more space, going… Show more Mens Loungewear (Nov 2004 - Sept 2005)Mens Accessories (Sept 2005 - Dec 2008)Mens Underwear (May 2009 - Dec 2009)Mens Clothing - Maine (Dec 2009 - Mar 2011)Merchandiser – Maine New England and Maine 5G Mens Clothing – December 2009 to March 2011• Grew AW10 sales by 6% from £22m to £23.3m. Profit growth was 5%. Profit density growth of +8% on Maine, and +16% on 5G vs divisional bottom line of -3%.• Strength of performance led to Maine gaining more space, going from 157,000 sq ft to 185,000 as well as having capex signed off for a new shop fit.• Took over a team in turmoil. Stabilised and developed 2 Assistant merchandisers, who were both on their way out of the business, during the year into both achieving promotions.Merchandiser – Men’s Underwear & Loungewear – May 2009 to December 2009• Planned and traded AW09 season. Grew sales by 7% from £19m to £20.4m. Profit growth was 10%. • Oversaw market share gains of just under 1% so growth was achieved in a shrinking market.• Dramatically altered team dynamic to create a more efficient and happy atmosphere. Oversaw and trained an assistant to promotion to junior merchandiser and then merchandiser. Show less

Menswear - Clothing and Accessories

Timber and Doors (Apr 2003 - Dec 2003)Hand Tools and Power Tools (Jan 2004 - Nov 2004)

Cosmetics