Sourcing talent @ www.gorgeglobal.comSelection of individual projects listed below. Full list available upon request.• Developed environmental and social targets roadmap for top 10 footwear company• Project manager for regenerative material sourcing program• Strategy for retail take back of shoes, recycling, and new circular shoe product launch for top 10 footwear company• 2-year Strategic Roadmap Development for Sports Marketing Operations team • Carbon footprint scenario modeling tool development for Circular Fashion business• OKR development for Sustainability Insights Platform startup• Sustainable Packaging goals setting and drafting of sustainable materials guidelines• Apparel Innovation Project Management • Apparel Sustainability Target - 5-year Roadmap Development • Competency building for new Product Innovation team on innovation portfolio management• Reducing footwear waste by improving materials testing processes; Project Planning, Kick-Off, Transition Management, Facilitation• Footwear & Apparel Sustainability Policy Development – multiple topics

Oversaw Nike’s external Corporate Responsibility reporting strategy and execution, external survey and indices participation, sustainability disclosure governance, and sustainable corporate policy. Led team preparing quarterly reports on progress to targets delivered to executive team and Board of Directors. Managed team of direct reports and department budget.• Directed company-wide initiative to set and disclose 5-year public sustainability targets, including sign-off by 18 Nike VPs and Board of Directors, orchestrating team of top-level stakeholders and providing direction on reducing environmental footprint, increasing community impact, and improving manufacturing labor relations. • Created external transparency and reporting strategy and led team to develop and execute Nike’s FY14 / 15 external Corporate Responsibility report (nominated for a Nike Maxim Award), boosting visibility and reputation with stakeholders and consumers. • Led governance body of representatives from corporate communications, investor relations, legal, and internal audit to to approve all Nike sustainability related external disclosures, including over 30 sustainability surveys.• Oversaw benchmarking of reporting trends (assurance, integrated reporting, G4 standards, materiality), advised executive governance body (CFO, CAO, COO) on Nike's communications in partnership with Nike’s Chief Sustainability Officer.• Initiated creation of a survey filtering process to reduce survey participation 25%, ensuring Nike resources were dedicated to surveys with the biggest impact on Nike’s external reputation.

Managed team of direct reports. Oversaw governance of Nike’s Sustainable Business and Innovation portfolio financial and strategic planning processes, including fiscal year planning, forecasting, accounting, and reporting. Evaluated financial and strategic innovation portfolio decisions, shepherded portfolio prioritization exercises, and provided strategic recommendations to maximize return and minimize risk of portfolio investments.• Leveraged external best practices and executive insight to design an innovation management stage and gate process and governance model. Rolled out new methodology and project governance, tying financials to project milestones and improving Nike’s ability to identify unviable projects sooner and invest in innovation projects most likely to succeed.• Crafted a Program Management Office (PMO) and established and managed a pool of 10+ contract project managers in support of innovation projects. • Improved department forecast accuracy from +/-75% trend to +/-10% by executing strategy to mature financial processes, defining forecast accuracy targets, role, and responsibilities, enhancing reporting, and introduction of incentives.• Established and facilitated monthly Executive Project Review Boards, approving project scopes / prioritization, managing change, and guiding decisions for annual and rolling Innovation Portfolio Planning Processes.• Innovation Management Tool selection and deployment, including scoping, RFP solicitation, vendor selection, program planning, requirements gathering, transition management and training.

Managed team of direct reports and cross regional team of indirect reports. Oversaw various sales operations, category operations, and customer operations programs and projects. • Spearheaded 3-year $4M global sales information strategic program, integrating geography sales reporting platforms and tools into one new information platform, reducing complexity, and enabling scale without additional headcount.• Led team to create a suite of global sales reporting capabilities for Global Sales VP and Global Category Sales Directors, standardizing sales orders, market share, and competitor reports and allowing executives visibility to regional market trends.• Drove 1-year critical change initiative to define authorized futures metric, delivering a single global metric and reducing duplicitous reporting in finance, sales, and demand planning.• Simplified Category VP decision making by developing balanced scorecard, identifying KPIs, and collaborating with finance to implement new final dashboard.• Led customer service operational reporting project (>$2M cost) by directing multi-geography business team in requirements gathering, transition management, training, and rollout, boosting communication and improving overall project execution.• Set up and led prioritization process for $200K+ of annual IT tool enhancements, improving customer satisfaction.

Developed business cases for key initiatives and prepared quantitative (ROI, IRR, and more) measures, qualitative benefits, and financial models.• Led creation of the business case for $10.5M nike.net stabilization and scalability program implemented.• Drove nike.net Disaster Recovery project by conducting cost versus risk analysis of disaster impact and probability, presenting and gaining approval for key recommendation, avoiding $800K in incremental annual cost.

Global Marketing and Sales Operations Senior Financial Analyst: June 2003- August 2004•Responsible for the strategic planning, forecasting, and daily management of a $30M+ selling & marketing budget.•Provided business decision support to the VP of Marketing, the Corporate Communications Director, the Internet Business Group Director, and the Strategic Initiatives and Sales Operations Director. •Drove gross margin analysis and created financial model for demonstration and reconditioned inventory. •Evaluated financial return for worldwide Sales Force Automation Tool, including multiple cost and benefit scenarios. Sales Operations Financial Analyst: July 2001 - June 2003•Responsible for the strategic planning, forecasting, and daily management of a $15M+ selling budget. •Provided business decision support to the Strategic Initiatives and Sales Operations Director.•Managed annual international project team of eight people to improve reporting and reduce the rate of discounts by 6%. Developed project management skills and management of metrics tied to executive compensation.•Facilitated strategic, contingency, and operational planning for $100M+ Selling, Service, and Marketing Organization. •Promoted from Analyst I to Analyst II after thirteen months of employment.