Enhance Demand Planning tools ensuring data consistency while aligning on process and execution Implement SIOP process to facilitate cross-functional alignment by providing transparent highlights of opportunities and challengesIdentify key performance indicators to track and action Brand strategiesDevelop long term planning roadmap identifying key focal points and potential challenges

Facilitated cross-functional communication & collaboration between sales, marketing, product, production, finance, & logistics teams to ensure an effective SIOP process.Hired, trained, & motivated team to ensure highest performance levels. Provided leadership to the team as well as cross-functional partners.Developed demand planning tools ensuring global consistency in data, process, design, & execution.Defined, tracked, and actioned key performance indicators related to demand forecasting, production planning, inventory management, & customer execution.Partnered with discipline leaders to develop & implement strategic plans to meet customer requirements while improving operational efficiencies.Ensured operational execution of New Product launches while reducing speed-to-market off the pandemic lead time length.Conducted scenario planning & contingency development to address potential supply chain disruptions.

Collaborated with key business units to transition the Footwear Brands (Muck Boots, Xtratuf, & Servus) from Honeywell to Rocky Brands ownership.Partnered with the distribution teams to move physical inventory to Rocky Brands warehousing system as well as directed sourced inbound supply into the new network.Managed data and reporting transition with IT into the Rocky Brands systems to enable business management and execution.

Collaborated with key stakeholders to transition Retail division from distributor to wholesale model increasing revenue 15% CAGR while improving profitability to ~15% net margin ultimately resulting in the successful divestiture of the footwear brands to Rocky Brands in 2021.Implemented monthly SIOP cycle (Portfolio, Demand, Supply, Executive) to execute strategies across 6 Brands within both footwear and PPE.Developed product sourcing strategy partnering with Sourcing and Product Development teams to reduce reliance on single source production as well as mitigate tariff impact. The execution of the sourcing strategy increased capacity 50% and provided production flexibility and saved $2M via costing improvements.Managed US-based PVC manufacturing facility of ~72 employees producing approximately 1.5M pair of boots annually. Collaborated with on-site team to implement strategies to deliver continuous improvement across Safety, Quality, Delivery, Inventory, & Cost KPI.Staffed and managed Demand Planning, Supply Planning, and Manufacturing teams of 10.

Contributed to strategic brand development beginning with consumer connections running through supply chain developmentManage 5 team members to project demand, plan sales, buy and manage supply resulting in inventory turn improvement from 2.5 to 5.0 while tripling volume.

Executed monthly S&OP projecting quarterly demand for largest footwear division and aligning on direction with executive managementDirected implementation of Manugistics demand planning software package for NAW division as part of corporate ERP packageManaged team of three in mapping demand for largest business unit

Developed inventory and demand forecasts across multiple business units for unique business model to meet corporate financial objectives, consumer needs, and network partner requirements