As the Senior Director of Investor Relations, I cultivated a robust program and engaged with investors, sell-side analysts, and rating agencies to ensure value creation from direct-to-consumer and digital transformation strategies. Additionally, I worked closely with our C-level leadership to facilitate the quarterly earnings process, investor engagement strategy, and prepare for Board of Directors meetings.➡️ HIGHLIGHTS:⇨ Developed investor engagement strategy focused on improving communication and stakeholder interactions.⇨ Improved earnings deliverables for C-suite that provided better competitive and market insights, new message frames, and enhanced Earnings Kick-Off presentation.⇨ Program oversight, financial expertise, and heightened transparency resulted in recognition as a Top 3 Investor Relations Program for sector by Institutional Investor.

Due to my earlier success in the Asia Pacific and Latin America (APLA) region I was given additional authority over a 20-person team responsible for the area’s portfolio management, encompassing 8 territories, $5B in revenue, and $1B in earnings before interest and taxes (EBIT). As the Senior Finance Director, I was fully accountable for managing the region’s performance, budgeting, 3-year planning, financial systems and reporting, functional support, regional partnerships, and marketing and overhead spend.➡️ HIGHLIGHTS:⇨ Partnered with cross-functional global leadership teams to implement strategy shifts with agility and support double-digit growth outlook.⇨ Implemented the region’s first formal investment-management process, reorganizing wholesale and retail investment processes across operating overhead and demand creation.⇨ Realigned geographical reporting to reflect new performance metrics in alignment with new Retail and Digital growth strategies.

In this role I led a 5-person team across wholesale and retail divisions in managing the APLA region. I was responsible for budgeting, forecasting, targeting, executive reporting, business reviews, and cross-functional planning alignment. A key part of this role was communicating financial insights and market trends to Geography and Functional leadership teams, including NIKE, Inc.’s Chief Financial Officer.➡️ HIGHLIGHTS:⇨ Held role through a new corporate strategy initiative and associated reorganization, which involved integrating wholesale and retail planning processes.⇨ Implemented a regional, integrated business-planning framework. This cross-functional interaction garnered a “best practice” distinction and served as a model for other regions, leading to improved margin performance.⇨ Launched the company’s first 18-month rolling-forecast process and new monthly operational/financial deck that increased forecast visibility and most pertinent KPIs, among other benefits.

I was promoted to a leadership role within the Global Football Product category in 2012 where I reported to the category General Manager. As the Finance Director, I was responsible for our 3-year strategic plan, annual operating plan, budgeting, quarterly category business review, and seasonal product planning. I worked collaboratively with product, merchandising, pricing, sales, strategic planning, and geography planning teams during a period of rapid growth in which we reached $2B in FY15 revenue.➡️ HIGHLIGHTS:⇨ Increased product gross-pricing margin (2x NIKE’s standard) and established and achieved seasonal growth targets contributing to double-digit compound annual growth rate.