Senior Director Responsible for: *Supply Chain Management*Strategic Sourcing *Nearshoring and Offshore Manufacturing*Production Control*Distribution and Logistics *Inventory Planning*Quality Assurance*ERP Protocols and Process Upgrades •Product Development *Diamond and Gemstone Management*Vendor Negotiations

Responsible for streamlining and improving the business modelManufacturing & logisticsQuality Control protocolsLead and developed team to deliver results that allowed goals to be achievedInventory and Materials PlanningDeveloped scorecard and KPI for vendor performance, improving operating costWholesale distribution strategy & consignment contractsAnalyzed moderately complex operational problems, identified and implement treatmentsImplemented and deployed new ERP system, creating a real time environment & inventory accuracyProvided support regarding transaction queries and system errors to networkLiaise with accounting department on standardizing of general ledger and classes within accounting frameworkQualified new manufactures both domestic and oversees ( China, Thailand, Mexico)Performed employee reviews and cross training matrix

Flont is a fine jewelry e-commerce based JAAS (Jewelry As A Service) provider, in partnership with over 40 brands. Developed business strategy plans, defined logistics, directed company strategy and operations as part of Executive Committee for Startup software developer and jewelry retailer E-commerce Company.I streamlined organizational structure to consolidated and delineate necessary functions that provided effective internal management.Spearheaded the ERP and E-commerce implementation and service strategies to support business model and service levels; and implemented 3 months ahead of plan. Recruited and attracted high-potential contributing staff and established rapid onboarding and business processes.Streamlined Client service process increasing profit margins by 4%Negotiation activities for contracting major vendor, and business partners i.e. Paige Novick, Roberto Coin, Crow’s Nest, Stephen Webster.Developed a high-sales luxury designer pool allowing our customers to have best assortment placing emphasis on first class customer service satisfaction.Developed sound customer service communications manual and inspired Client Success mindsets across all departments in order to create a company-wide culture. Standardized policies and determined strategies to meet or exceed revenue & profit plan with CEO.

Director of Business Operations/Finance Manager.I provided the leadership, management and vision that was necessary to ensure that the company had the proper operational controls, administrative procedures, reporting procedures and people systems in place to effectively grow the company and to ensure financial strength and operating efficiency.Responsible for transforming a small thriving business, into a more strategic business design with new technology, organizational structure and the right talent to allow for growth.Reduced operational overhead 19% by integrating divisions and streamlining roles and responsibilities, Sourced and implemented an ERP system with MRP module, and installed 4 months ahead of mandate. Created realistic, attainable, but aggressive budgets and measured quantitative KPI's weekly, monthly, quarterly and annually that effectively supported 12% organizational growth while improving supply chain visibility. Expanded the vendor base while maintaining quality, keeping cost down, and improving lead time by 50% from 8 to 4 weeks within 7 months; also by measuring Vendors using performance matrix feedback.This increased sales by 11% within the first year and an average of 13% over 4 years and drove client retention to 96% average despite significant e-commerce competition and declines in the global economy.Managed all product development, ensuring targeted cost were met and profitability was attainable.

Lead jeweley manufacturing facilities within Montreal, Rhode Island, Florida & Vancouver, totaling 150 employees, as well as planning for the watch division with an annual manufacturing plan of 96 million dollars at cost. Planned and reported for watch workshop. 16% reduced inventory carrying cost by negotiating with vendors and implementing JIT, delivery of raw materials and lean manufacturing.Established performance matrix for manufacturing and vendor base and communicated results on monthly, quarterly and annual basis.Lead manufacturing of Corporate gifting initiative for the 2010 Vancouver winter Olympics.Developed succession plan with Senior Management.Improved & maintained manufacturing on time delivery from 68% to 98%+ within 12 months of serving in the position. Lead and supported the ERP implementation and training of manufacturing administration.Served as Distribution Director for 2 years managing two facilities. In this role, I sourced & procured a 35,000 square foot facility and relocated the Sterling Silver & Corporate Sales Distribution and leveraged our relationship with UPS and FedEx.Managed product development initiatives. Liaised with Merchandise Planning on a weekly basis to ensure that our collective interest were in line with company' strategic plan.Implemented continuous process improvement.Lead liquidation process of obsolete/discontinued stock and non perpetual inventory which resulted in 12 million dollar gains. Member of the gold exchange (cash for gold) implementation.Quarterly employee award recepiant on 6 occassions. President' s employee of the year manufacturing division recepiant 2 times.

As second to the COO for a spin off company which bought the Frederick Goldman Inc diamond product business division; my responsibilities were to assist with the logistics planning for transferring products from the old company to the new venture. My mandate also included, the Infrastructure planning, blue printing the ERP implementation of (Navision), and the hiring of personnel for a 10,000 square foot sales and distribution facility. I managed the training and all 45 staff members and defined the day to day business operations processes throughout the organization.

I managed a team of 8 agents within the Key Accounts department which was responsible for over 400 accounts with an annual revenue plan of 120 million.With my experience in manufacturing, I was able to work with our inhouse manufacturing and planning teams on improving customer satisfaction by 16% which in turn considerably reduced late shipment charges. I leveled flextime and managed conflict issues by cross training my team which enhanced effeciencies and reduced overtime.Communicated performance results to senior management on a weekly/ monthly basis.

Responsible for Manufacturing Planning & Inventory Control for over 100 million dollars of both raw materials and WIP for the manufacturing facility in Pelham, New York.Implemented cycle counting and Kanban principles. Improved inventory accuracy to 99% and maintained standard over employment period. Senior planner for engagement & band rings, in addition to all Elsa Peretti products achieving on time performances of 97%+ for all categories. Core team member for J.D. Edwards ERP implementation. Documented all business processes at the desk top level and trained all employees on Inventory Control Modules. Implemented effective cellular manufacturing cells. Trouble shooter for Materials Planning Improvement for the Rhode Island manufacturing facility for seven months.Liaised with manufacturing accounting and purchasing to ensure that all forecasting, inventory levels and budgets were met during P&L. reviews on a monthly basis.