Drive strategic transformation across Apparel Merch Ops by simplifying and standardizing processes and tools for all channels and functions. Shape SBU-wide omni strategies and drive transformation initiatives. ● Partner with Merchant and Planning teams to gain insights into the business to support team members and be a thought partner in expanding and maximizing the business. ● Analyze inventory positions to assist and direct digital buys and ship-from-store needs.● Collaborate with Ecommerce Site Merchandising personnel to identify and expand communication of key metrics to facilitate an integrated customer shopping experience.

Responsible for product sourcing, development, and merchandising for the organization. Grow the brand via additional opportunities, including additional marketplaces to grow Lauren's Hope presence.

*Launched an Ecommerce division for the organization from the ground up, maintaining double-digit sales growth for eight out of the last 10 years.*Implemented an EDI program, transitioning 21 key vendors to the program so that site sku additions could be scaled, resulting in growing sku counts from 4,000 to 13,000 in 5 years.*Established a “More-To-Order” program, via drop ship offerings, resulting in $1M in incremental sales in the first year. *Established and designed all Ecommerce specific reporting & dashboards, inclusive of Net and Demand KPI’s, via collaboration with Finance and IT partners.*Established an improved Web Order Fulfillment program, utilizing the entire brick and mortar chain to fulfill Web-generated orders, resulting in the reduction of Ecommerce designated inventory in DC and increasing Ecommerce turns by over 20%.*Obsolete Inventory Liquidation: Reduced inventory investment of marketing promotional products by 50% in the first year by establishing more effective exit strategies and utilizing third party auction services.

*Increased turn, while still maintaining fill rate expectations, from a historical of 3.4 to projected 3.9 while simultaneously increasing style counts by more than 66% in 2009.*Trained to become one of the divisional “super users” of a new planning and forecasting system, Forecast 21/Direct Tech, which included the training and transition of the eight Inventory Analysts from a Microsoft Excel-based process to a systemic approach.*Improved communication between the Distribution Center and the Purchasing Division by implementing a centralized information portal where all receiving discrepancies were logged, thereby increasing resolutions times by 46%.

*Achieved Target’s “2003 Vendor of the Year” Award from the Children’s Division for exceeding sales, margin, turn, and on-time shipping goals.*Realized a 95% increase in cost sales in 2003 vs. 2002 by strategically working with Carter’s sales force to maximize upside sales potential to the account.

*Improved departmental annual turn from under 1.0 to 2.1 by strategically increasing key programs onto a replenishment system model.*Instructed new hire Analysts at the corporate Kohl’s University in courses of retail math and product planning.*Instituted a new clearance strategy for all Men’s Footwear to accelerate clearance sell-thru rates, which resulted in an improvement of turn from 3.8 to over 5.0 Profitability increased by 28%.*Established individual product and financial plans for all core vendor resources, which included sales, margin, and turn objectives, and instituted monthly meetings with all key account resources.