Mana Products Cosmetic Manufacturing is the world's leading contract and private-label manufacturer of prestige beauty products. Senior Vice President, Operations, promoted to lead Operations and serve on the Executive Committee while maintaining accountability for Supply Chain and Customer Experience. https://www.linkedin.com/posts/mana-products_leadership-supplychain-manufacturingoperations-activity-6841076563660865538-jWm-Vice President, Supply Chain and Customer Experience, promoted to lead the integration of the supply chain, from Ideation through to finished good, providing an exceptional customer experience.Vice-President of Supply Chain Operations, promoted from Senior Director, Supply Chain. Responsible for leading supply-chain operations, including production planning, procurement, distribution, warehousing, and inventory management/control enterprise-wide. Cross functional collaboration, including implementation of ERP, Oracle JD Edwards EnterpriseOne.

I was tapped for this multifaceted leadership and management role to direct the full scope of US supply chain and distribution center (DC) operations for this $135-million global retailer of body, face, and home products. Under my purview were an 80K square feet facility, planning, sales and inventory forecasting, allocations, and management. In this capacity I commanded global distribution of 500 containers annually, shipping/receiving of 40K-80K cartons monthly, and assembly of 1M kits to 170 retail locations, 150 wholesale and B2B accounts, and e-commerce fulfillment operations. I managed inventory-to-sales for distribution centers and retail stores and strategically and continually evaluated and improved shipping and procurement costs and quality. I also provided direction and performance evaluations for 57 distribution center staff.

Ayrshire Farm is a mission-driven, organic, humane, sustainable farm with retail store, restaurant, web sales, meat processing plant, and wholesale accounts. I was recruited to orchestrate a massive company turnaround, to return to profitability the entire retail division, and to transform the company into a nationally recognized brand. In this radically different position I focused my immediate attention on building a strategic roadmap to success in sales, waste reduction, brand management, and overall staff structure. I oversaw a staff of two retail managers, three sales managers, a web sales manager, five butchers, an executive chef and 39 front-line staff. Among other things, I: • Grew total gross revenue to $3.1M and curbed loss across all divisions of operation, including restaurant, retail store, catering, meat processing plant, delivery service, and prep kitchen;• Relocated meat processing plant to new property for $1.2M to position the company for long-term growth;• Revitalized on-site farm-to-table restaurant from $1M loss to $10K profit;• Built wholesale account base from the ground up to $1M sales;• Initiated the product development of a line of raw pet food, “The Furry Foodie,” to reduce waste and build revenue;• Introduced new revenue stream by transforming informational website into fully functional ecommerce operation.

In this capacity I led the supply-chain inventory management for two distribution centers in New Jersey and Nevada, with full responsibility for $550M in inventory and planning for 1M SKUs. My directive was to maximize sales, reduce returns, and drive cost efficiencies by forecasting inventory levels, shipments, receipts, and balance trans-shipments of 3K units per week between both warehouses.Among other things, I improved the fill rate by 25 points per week by analysis and reporting of store-specific ordering processes; I optimized $306M annual stock purchases and garnered $12.5M cost savings; I achieved 6.7 cumulative inventory turn throughout my tenure; and I elevated the fill rate by 2 basis points by expanding two pre-selection process options from 15K SKUs to 65K SKUs.

During my first five years with the company, I directed strategic merchandising and inventory management planning for 674 Barnes & Noble Superstores ($1.5M–$28M sales; $1.8M inventory; ~25K sq. ft.) and 144 B. Dalton stores ($250K–$3M sales; 5K sq. ft.). In this capacity, I met corporate turn goals, responded to competition, solved incongruences, and uncovered growth opportunities by continually monitoring and adjusting backlist inventory. I also outlined and maintained a full suite of now-iconic corporate visual merchandising standards.As a leader, I provided direction for two department managers and thirteen field merchandisers across the U.S. and I partnered with executive management to establish financial goals and craft innovative merchandise initiatives to outperform the competition.