Brooklyn, New York, United States
I sit between brand leadership and technology organizations and make them actually work together. At Gap Inc., I lead Brand Enablement for the Gap brand — a role created to embed strategic technology partnership directly within the brand. I translate business priorities into product roadmaps and product constraints into decisions brand leaders can act on. The work spans eight domains — digital commerce, stores, marketing technology, data and AI, loyalty, content, supply chain, and enterprise systems — and touches everything from capital investment cases to RFID rollouts to AI adoption strategy. Before Gap, I led global technology for Tom Ford and Balmain Beauty at Estee Lauder, built the Digital Innovation practice for Tommy Hilfiger and Calvin Klein at PVH Corp., and ran Global Supply Chain operations across both brands. I'm a trained textile engineer — Diplom Ingenieur from Reutlingen University in Germany — and spent my early career in Production and Product Management at Ralph Lauren and Gap, learning how product actually gets made before leading the technology that transforms how it's designed, sold, and delivered. The thread across all of it: I've always worked at the seam between what a business needs and what technology can deliver. I've just gotten better at making that seam invisible. I'm also deeply invested in AI as a working tool, not a talking point. I design AI-augmented knowledge systems, build AI fluency programs for product teams, and use these tools daily to transform how strategic work gets prepared and delivered.
Brand Enablement is Gap Inc.'s federated product management function — a structural answer to a measured gap between what the technology organization builds and what brands need to grow. I lead this function for the Gap brand, reporting to the Chief Product Officer. The role is a translation role. I convert brand business strategy into product-ready language and product constraints into business-intelligible tradeoffs. I operate across eight functional domains simultaneously — digital commerce, customer engagement and loyalty, content and creative, store technology, regulatory and compliance, marketing technology, data and insights, and AI and innovation. Day to day, this means: - Designing and running the Brand Enablement operating model for Gap — the cadence, forums, and stakeholder relationships that make technology a strategic partner to the brand - Chairing bi-weekly Brand Performance Reviews connecting brand leadership with technology delivery teams - Building technology investment cases that connect brand priorities to capital allocation decisions - Orchestrating across 7+ value streams without direct authority — identifying strategy-to-surface handoff failures before either product team sees them - Translating store operations priorities into technology requirements spanning RFID, connected store experiences, electronic signage, and omni-channel fulfillment - Leading AI fluency and innovation enablement across the product organization — experimentation sessions, prompt engineering libraries, enterprise tool adoption research, and a structured AI mastery curriculum for product managers
Following a reorganization that dissolved the brand-embedded technology model, I moved into a newly formed enterprise role with scope across Estée Lauder Companies' full retail technology portfolio. The role consolidated accountability for retail technology strategy across the brand portfolio — translating brand-specific retail priorities into enterprise product investment and roadmap decisions at scale. - Aligned retail technology investment priorities across multiple prestige brands, operating as the strategic bridge between brand commercial teams and enterprise product and engineering - Defined and drove the retail technology roadmap across store systems, omni-channel fulfillment, and in-store customer experience at enterprise scale
Tom Ford Beauty and Balmain Beauty were prestige luxury brands inside a global conglomerate — with the expectations of a startup and the complexity of an enterprise. I served as their embedded technology executive: sole accountability for the IT budget and portfolio, a seat at the brand president's table, and matrix leadership of a global team of 25 across product management, business analysis, solution architecture, and regional technology. The role spanned the full technology lifecycle — from strategy and architecture to Agile delivery and adoption — across eCommerce, CRM and Clienteling, marketing technology, consumer data analytics, retail, and the luxury consumer journey. - Led technology continuity through Tom Ford Beauty's $2.8B acquisition — managing integration of eCommerce, CRM, and retail systems while maintaining brand operations without disruption. - Ran discovery sessions and scoped the Clienteling opportunity for Tom Ford and Balmain Beauty — sizing commercial potential and defining the technology and data requirements to enable personalized, associate-driven in-store experiences across the boutique network - Drove 30% improvement in delivery reliability by introducing Agile methodology across globally distributed delivery pods - Owned and managed the full brand technology budget and portfolio — balancing innovation investment, run-the-business spend, and capital allocation against brand growth priorities - Developed commercial and technology talent across a global team; managed 7 Global Product Managers, 4 Product Managers, and 14 EMEA technology leads
Vice President, Digital Innovation was a newly created role — PVH's first dedicated function for identifying and commercializing white space technology opportunities across the Tommy Hilfiger, Calvin Klein and Heritage Brands portfolio. I served as PVH's primary representative at accelerator and incubator cohorts, evaluating emerging technologies and running structured pilots across multiple verticals spanning Marketing, Operations and Enterprise Technology. - Identified, sourced, and piloted Impact Analytics — an AI/ML-driven retail intelligence platform — running a controlled test vs. control study across Tommy Hilfiger & Calvin Klein doors that delivered measurable margin and revenue lift, directly funding a scaled SOW expansion into assortment, inventory, and allocation optimization across both brands. - Led the enterprise scaling of Impact Analytics' merchandise planning suite across Tommy Hilfiger and Calvin Klein North America — expanding into localized assortment planning, outlet and e-commerce pricing optimization, and AI-driven demand forecasting - Represented PVH brands at accelerator and incubator cohorts as primary commercial technology POC, running structured pilots in process mining, Marketing Mix optimization, and trend signal sensing
• Managed product development and sourcing for Banana Republic's Men's product for international markets. • Oversaw production for Banana Republic's Women's product for domestic markets. • Collaborated with cross-functional teams to ensure timely delivery and quality control. • Implemented cost-saving measures to optimize production processes.
• Managed cost, planning, and allocation for RL Black Label and Collection Brands at Ralph Lauren. • Oversaw domestic and international vendors to ensure product development and sourcing. • Achieved a 15% increase in cost efficiency through strategic vendor management and negotiation.