Newport Beach, California, United States
• Partnered with leadership team to create annual Retail operating plan and budget. Formulated sales plans based on store performance and trend while taking into account selling opportunities outlined in KPI strategic approach. • Developed seasonal and annual merchandise forecast plans in conjunction with company profit goals. Collaborated with Merchandising to ensure that financial objectives aligned with product line opportunities. • Oversaw $18 million in Open-to-Buy for both Full Price and Outlet channels to execute against category level budgets, maximizing sales profitability through the management of inventory, markdowns, and turn. • Outlined calendar of events, promotional activity, and product movement to produce in-season sales and inventory forecasts; identified and execute chase opportunities. • Kept on top of competitive landscape and devised pricing strategies to maintain appropriate sell-through rates. • Tracked effectiveness of loyalty program, promotions, and in-store events to overall business. • Managed direct reports to accomplish assortment strategies, product flow, and allocation and inventory targets. • Advised further POS development and rollout of updates.
• Drove S&OP process and managed over $200 million in annual open-to-buy dollars for regional subsidiaries. • Lead planning team in monthly business reviews to discuss sales performance versus budget, short term outlook, and successes and challenges. Communicated findings to executive team in S&OP meeting. • Created seasonal global buy plan in partnership with region brand managers in order to provide preproduction view of category weaknesses and style risks. • Assessed overall category margin and profitability of styles through development of merchandise planning tools and utilization of sell-through metrics. • Reduced global inventory liability through gap analysis between sales requests and minimum order quantities, as well as evaluating overall purchase order risk. • Executed SMU production and delivery of product planned for key account, catalogue, and sports marketing. • Direct initial and on-going procurement of all In-Stock Programs. Create a min/max inventory standard and trigger for reorder. Report program successes to executive members.
• Developed forecasts for all brands manufactured by CoCaLo, Inc. to quantify overall risks and opportunities. • Managed key account buyer relationship to obtain market trends and product needs to project sales demands. • Communicated business analysis to management team, including critical business drivers such as top performing collections and key accounts. • Decreased overstock of matured collections by 60% through the development of product lifecycle models which provided more efficient methods for reorder purchases, assortment strategies, and collection phase outs.