Taste picks it.
Data proves it.
I grow the P&L, build the team, win the shelf and cut the cost.grow the P&L.build the team.win the shelf.cut the cost.

The job

Owned the number end to end for enterprise clients including PepsiCo, Mastercard, Atlassian and Uber: line plans, size curves, inventory investment and flow, and men's and women's apparel programs from fit and fabric to tech packs and factory selection.

Inventory, factories and fulfillment

Planned the stock for every program, chose and managed the factories that made it, and ran the warehousing and fulfillment partners behind it: bulk, drop-ship and direct to consumer.

Commerce platforms

Built B2B commerce platforms that let employees worldwide order branded merchandise through one system, which kept clients in the program and the program in their daily operations.

Design over generic

Replaced generic product with client-specific design. Quality went up, the product looked like the brand it carried, and average order value and gross margin rose.

Licensing and collaborations

• Built licensed programs for Bulova and Gatorade together with our vendor partners, from development and approvals through distribution and royalty tracking.
• Worked on PepsiCo brand collaborations: Pepsi with Seiko and Zara, Mountain Dew with Wolverine, Tostitos with Caraway Home and Cheetos with Jae Tips.
• Led brand partnerships and merch for Casa de Tostitos.

Going international

Took accounts that had only ever bought in the U.S. into Canada, Mexico and Europe, and set up the operating model to run them across borders.

Consolidate

Cut a fragmented vendor base down to suppliers who could carry more volume at better terms, and rebuilt the regional supplier network around them.

Renegotiate

Reset supplier agreements across categories to improve pricing, rebate structures and margin. The result: $1.4M in incremental profit.

Measure

Built a supplier quality network with people on the ground in APAC, EMEA, LATAM and North America, plus supplier scorecards so performance was visible and comparable.

Govern

Wrote the procurement governance framework that was adopted across the global enterprise, standardizing how suppliers are managed and how sourcing decisions get made.

New doors

Opened Home Depot, Lowe's, Wayfair, Amazon, Kroger and Albertsons, and grew Target, Walmart, Macy's, Crate & Barrel and the major off-price chains (TJX, Ross, Burlington).

Marketplaces and brands

Ran Amazon and Wayfair alongside the rest of the book: pricing, content and terms. Also led the U.S. business for Fissler.

Stock and production

A distributor carries its own inventory, so I owned the forecast, the buy and the stock behind every account, and the factories behind the product. My team designed the Gatorade bottle program from CAD and specs to materials, then moved its production from Asia to a vertically integrated factory in Chicago with in-mold labeling. Cuisinart programs went through Intertek testing before they shipped.

Brands people know

Built programs with Weber, Cuisinart, Blu Dot, Patagonia, The North Face, Samsung, Garmin and Rio Beach. For Weber, led a 20-person field sales team across Home Depot, Lowe's, Ace, True Value, Aubuchon and independent hardware. The team ran displays, seasonal resets and planogram compliance, measured on sell-through and on-shelf availability.

Brands into new doors

Put brands where they had never sold: opened Garmin at Macy's and Gatorade at Lowe's.

Beyond retail

Built incentive and loyalty channels with American Express and major airline programs. Sat on the senior team through adm Group's acquisition of Lapine.

The floor first

Managed Housewares as a department manager before moving into buying.

The first buy

Owned assortment, pricing, margin, open-to-buy and inventory planning with global brands. Rebuilt categories as good, better, best, with exclusives, new launches and gifting. First year as buyer, in the $21M tabletop and silver business: revenue up 12% and margin up 3 points, with faster turns.

The promotion, and the launches

Those results earned a promotion within a year, to buyer of Cookware, Cutlery, Gadgets and Food & Candy, a $28M business. Represented merchandising on the buy online, pick up in store (BOPIS) launch. Launched cookware and an exclusive American-made cutlery line with All-Clad, and brought Nespresso, Coravin, Cristel, Fissler, Ballarini, Lodge Cast Iron, Staub and Schmidt Brothers cutlery into Bloomingdale's.

The Container Store, 2007 to 2008

Between my two Bloomingdale's runs, led operations for the Manhattan flagship. Grew store profitability by leading with the high-margin Elfa system, then repeated the model across other New York stores.