Robin Tama Email & Phone Number

White Salmon, WA, US

• 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

• 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.
• 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.
• 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.
• 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.
• 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.
• 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.
• 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.
• 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.
• 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.
• 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.
• 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.

• 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.

Mba, Business Administration

Ba, Business