New York, New York, United States
I am a dynamic business leader that has operated across different specializations such as Strategic Planning, Inventory Management, Finance, and Sales Operations. I have made significant and measurable impacts in each role I have held by improving processes and profitability through a relentless work ethic. These roles have been directly responsible for multimillion-dollar P&Ls for both domestic and international businesses. My passion lies in process enhancement, nurturing key account relationships, and team building. Throughout my career, I have demonstrated great expertise driving business turnarounds using existing resources and advancing processes through system implementations.
Serve as the liaison between portfolio companies and Windsong Global, acting as the operating executive through Windsong’s due diligence process and transition to control ownership. Focus on driving transformation and executing the strategic investment plan.
• Developed end-to-end demand planning, supply planning, retail planning, and inventory strategy for 50+ brands/licenses, encompassing a total portfolio of 2,400+ SKUs driving >$250M in retail sales. This achieved 1.6X increase in inventory turnover. • Crafted and implemented complex SKU segmentation strategies based on demand velocity, demand variability, and service rate goals. The new strategy reduced the average replenishment target safety stock by 43% and increased service rates from 93% to 98%. • Created a robust SKU rationalization process for both replenishment and non-replenishment items. The first one enhanced inventory management by transitioning non-profitable SKUs to profitable ones, involving the elimination of 20% of total items that generated only 2% in annual gross margin. The second one affected indirect financial improvements by reducing the time utilization of the fashion design team by 38%. Through defining non-replenishment minimum thresholds, the team reallocated 38% of their workload, contributing to only 3.1% of the total gross annual margin. • Pioneered comprehensive license financial planning, delivering precise royalty projections to all licensors while proactively identifying P&L risks and opportunities. • Developed joint business planning processes with major retailers across multiple channels, including Wal-Mart, Costco, Five Below, Target, Dollar General, Dollar Tree, Kohl's, Marmax, Burlington, and more. These collaborations significantly bolstered supply chain efficiencies, achieving a 50% reduction in non-replenishment Weeks Of Supply.
• Successfully integrated acquisition by developing a comprehensive strategy, tools and processes to enhance customer relationships, demand planning, supply planning and inventory strategy for 140 Wal-Mart replenishment SKUs contributing to >$200M in retail sales. • Generated $2.6M in projected cost savings by implementing various initiatives, including inventory target alignment ($2.1M), 3PL cost reduction ($200K), and supply-planning optimizations through vendor shipments cycle stock reduction ($300K). • Developed joint business planning with major accounts, including Wal-Mart, Sam's Club, and other key clients, that resulted in expanded shelf space, increasing sales by $1.7M, and improved in-stock rates from 92% to 97.5% while reducing chargebacks by $450K. • Forged a strategic partnership with a leading BI platform, enabling the creation of bespoke reporting solutions in conjunction with cross-functional teams. Successfully deployed organization-wide, impacting >$250M in annual retail sales.
• Created and implemented processes and tools to improve demand planning for Polo Ralph Lauren, Chaps by RL, Sperry, K-Bell, and HotSox, resulting in a 49% reduction in re-work costs, a staggering 95% reduction in air-shipments, and an increase in service rates from 93% to 99.1%, while effectively reduced Safety Stock by 33%. • Successfully negotiated minimum guarantee margins with department stores, resulting in significant cost savings of $430k. • Built growth sales strategies aligned with licensor-approved retailers, identifying YoY business gaps and driving successful outcomes. • Spearheaded and directed the Business Unit S&OP process, providing essential reports and ensuring seamless coordination with stakeholders to optimize operations for a >$120M annual revenue business.
• Created replenishment forecasting models for Polo Ralph Lauren, covering Infant, Kids, Women’s and Men’s divisions. These models improved accuracy and efficiency in inventory planning and management by 15%. • Developed mobile and desktop applications that enabled bespoke reporting solutions for cross-functional teams. Successfully deployed division-wide, resulting in a substantial impact on >$135M in annual revenue.
• Managed Wal-Mart´s Private Label >$80M replenishment business maintaining in-stocks, accuracy and service rates. • Successfully applied Six Sigma methodologies to improve customer order fill rates.