United States
Experienced Director of Operations, Sourcing and Procurement with an emphasis on business development, global supply chain optimization, contract framing & negotiation and implementing operating procedures for hyper growth. I pride myself on strong leadership, communication, and problem-solving skills and my ability to apply mascara in a moving vehicle. When I’m not killing it at work, you can find me on a ‘hot pup walk’ with my German Shepherd or kicked back with a great glass of wine!
Leading the following business functions: Developing and implementing SOURCING STRATEGIES for ILIA Beauty centered on Mission, Sustainability, Partnership and Scalability, allowing for Hyper Growth and Margin Improvement Building out CONTRACTUAL FRAMEWORK of supplier network to ensure Quality and Value of ILIA goods as well as implement Best Business Practices Implement Budgetary process, Variance and Trends of direct purchases Manage budgets/spend and continuous improvement of performance
•Direct, mentor and develop three global teams: Operations Systems, Supply Chain, and Traffic (logistics) totaling 19 US employees supporting a $200M global enterprise. •Lead bi-weekly strategy discussions with cross-functional stakeholders focusing on sustainability and technology in Operations and Product Development departments. Focus on single-continent supply chain, sustainably sourced RMs, improving testing and quality standards, structuring external partnerships, and defining measurable KPIs to track short term and long term progress. •Analyze global inventory including APAC and EMEA factories and domestic 3PL warehouses and drive strategy based on financial analysis, demand forecasting and calculated risk-assessment for liability reduction. •Develop and continuously enhance multi-year roadmaps for owned brands and private label accounts including trend presentations, white space analysis, margin and liability improvement, rate of sale performance metrics and retail partner relationships. •Optimize Operations department structure and systems processes to keep up with the ever-evolving beauty industry and customer needs. *Special Projects •Led conversion of ERP system to NetSuite from two legacy systems including highly customized scripts for optimizing functionality and reporting features. (October 2020-March 2021) •Established SOPs and KPIs for Operations, Project Management and Product Development departments as part of the WWP and CDG merger. (January 2021-Present) •Restructured the Operations department to encompass a customer-first approach built on transparency and expert knowledge and training. (August 2021) •Lead company All-Hands education series on regulatory and development, supply chain and logistics, packaging 101, sustainability 101, and multiple innovation collections, achieving my goal of strengthening our sales and development teams in the constantly evolving beauty industry.
As the Business Development Manager for Cosmetic Design Group, I was responsible for growth and development of CDG branded products, control brand programs and private label programs. I am a firm believer that anyone responsible for sales and growth of a company or brand should be fully integrated with the product development process, from inception to delivery. Key aspects of my position as the Business Development Manager: • Develop and grow accounts with key retailers, both mass and beauty, through buyer relationships, account management and timely project/program management • Cultivate new buyer relationships through networking, trade shows, and referrals • Manage product and program development for private label and control brands by working closely with the buyer(s) to bring industry insight, trends and quality products to market quickly • Develop turnkey products in the color cosmetics, skincare, hair care, bath and body, and nail categories from inception to delivery for customers, both retailer and indie brand alike • Manage and maintain product lifecycle, through new item setups, promotional events, coops and eventually MDs and exits
I came to CDG with significant product development, program development and business development experience in a different industry. As a Senior Project Manager, I was able to effectively and efficiently flex to fill holes between the operations teams and the product development teams and offer an insight into mass retailer vendor management that CDG previously didn't have. Key aspects of my position as the Senior Project Manager: • Create scopes, budgets and timelines for projects in tandem with Product Development teams, account managers and customers • Follow and manage project and program development in order to ensure speed to market and capitalizing on trends for customers and retailers • Onboard and train new CDG employees on company operations and logistics, inventory management, and trend forecasting • Additional skills: in-line reorders and procurement, analytical sales forecasting, trend forecasting, sourcing full service and turnkey products, shade range development, and vendor management
As the Director of Operations, I am in charge of strategy and development for Evergreen. I work with my team to develop a winning strategy and oversee that the plan is carried out properly. I am in constant communication with the CEO/President, discussing these strategies and the results. I am responsible for finding and creating new areas for growth and improvement including web development, digital marketing, and ecommerce channels. • Develop and carry out a comprehensive business strategy • Set project and performance end-goals, including scope, cost, and schedule baseline • Oversee management of production, shipping, and inventory • Optimize customer satisfaction and loyalty through improved operations • Recruit, hire and develop strong staff • Negotiate supplier/buyer agreements and onboard vendor portals • Maintain proper registrations: state EPA, OSHA, and SDS
As an R & D Project Manager, I am responsible for: • Setting project end-goals, including scope, cost, and schedule baseline • Assigning tasks to appropriate departments/team members • Creating methods for quantitatively measuring progress against goals • Effectively communicating all requirements, questions, progress and approvals between team and CEO As a Sales Project Manager, I am responsible for: • Creating tracking methods to measure success in order to encourage and motivate the in-house sales team • Facilitating sales to large accounts by completing state registrations, maintaining complete and accurate master specs sheets, and providing sales representatives with product timelines • Effectively communicating with distributors in order to generate new leads and processing sales Working closely with the CEO, CFO, and VP of Operations, I schedule meetings in order to give project progress reports and obtain approvals necessary for project progress and completion.
• Weekly communication with the National Account Buyer regarding sales plans, event coordination, replinishment product needs and customer special orders. • Attend semi-anual coorporate conclave to share sales techniques with Nordstrom Department Managers and DSAs, and update product knowledge in order to train my sales team. • Implemented multiple contests, competitions and goal expectations in order to enhance team sales of David Yurman. • Responsible for teaching and coaching the sales team to excel in daily sales and event sales for David Yurman. • One of eight employees hand chosen by the store and HR managers to participate in the “Future Nordstrom Leaders” program. • Promoted to a leadership role after demonstrating team management skills and business knowledge. • Create and implement effective game plans to increase department business and ranking. • Gather, analyze, prepare, summarize and report daily, monthly and year-to-date numbers. • Managed all fine jewelry inventory balances by executing new control systems for loss prevention. • Operated and processed customer shipments and special orders. • Achieved Quarterly Pacesetter by exceeding sales goals. • Personal Sales Per Hour (SPH) and Units Per Transaction (UPT) are above department average. • Quickly and effectively build rapport with new customers and turn customers into loyal clients. • Maintained a loyal customer base by providing excellent customer service. • Proven ability to adapt to, and excel in, a fast-paced, ever-changing environment. • Responsible for creating and maintaining visual presentations for daily consumption as well as Trunk Shows and events.
• Achieved Quarterly Pacesetter by exceeding sales goals. • Personal Sales Per Hour (SPH) and Units Per Transaction (UPT) are above department average. • Quickly and effectively build rapport with new customers and turn customers into loyal clients. • Maintained a loyal customer base by providing excellent customer service. • Proven ability to adapt to, and excel in, a fast-paced, ever-changing environment. • Responsible for creating and maintaining visual presentations for daily consumption as well as Trunk Shows and events.