Experience

LOFT

• United States
• Retail
• 1 - 100 Employee

• Merchandising Consultant

  • Apr 2023 - Present

  United States Contract work with the LOFT brand within the merchandising organization. Responsible for helping to craft strategies and lead the team to execution of new business opportunities including swim, third party, collaborations, and more. Also acting as a liaison between merchandising and marketing, working to define a more clear hand off and communication process.



Golisano Children's Hospital of Southwest Florida

• United States
• Hospitals and Health Care
• 100 - 200 Employee

• Barbara’s Friends Community Board Memeber

  • Nov 2019 - Present

  Fort Myers, Florida, United States Golisano Children’s Hospital cancer fund supports and promotes local marketing efforts raising money to provide all resources needed to families of children diagnosed with cancer. Efforts focused on raising local awareness, event planning, and raising funds.



Pure Barre

• United States
• Wellness and Fitness Services
• 700 & Above Employee

• Multi-Unit Franchise Owner (Semi-Absentee)

  • Jun 2018 - Present

  Fort Myers, Florida, United States Oversee strategic direction and P&L for two barre studios. Lean on team for day-to-day managing and decision making. • Achieved studio sales consistently in the top 20% of the total system. • Maintain 20% net income annually by managing expenses as a % of sales, flexing where needed based on the macro economy.



Matilda Jane Clothing

• United States
• Retail
• 100 - 200 Employee

• Chief Merchandising Officer

  • Nov 2020 - Dec 2022

  Fort Wayne, Indiana, United States Oversaw annual volume of $80M with direct accountability and leadership in merchandising, design, sourcing, and technical design; total team of 12 people including five direct reports. Key member of senior leadership team responsible for setting strategic brand direction while managing daily operations in a fast-paced entrepreneurial environment (report directly to the CEO). • Improved efficiency and oversight by developing tools and an end-to-end process including product and marketing… Show more Oversaw annual volume of $80M with direct accountability and leadership in merchandising, design, sourcing, and technical design; total team of 12 people including five direct reports. Key member of senior leadership team responsible for setting strategic brand direction while managing daily operations in a fast-paced entrepreneurial environment (report directly to the CEO). • Improved efficiency and oversight by developing tools and an end-to-end process including product and marketing lifecycle calendars, a 12-month business calendar, and a reporting structure for managing the daily business. • Reduced expenses in marketing, design, and tech design through less sample development, leaning more on external vendors for workload, and new packaging including on-garment and for shipping. • Helped rebuild the team in planning, merchandising, sourcing, and marketing. • Added two weeks to the product lifecycle (PLC) calendar to allow for longer transit times resulting in reduced air freight in 2022 (from 40% in 2021 to 15% in 2022). Show less



Chico's FAS, Inc.

• United States
• Retail
• 100 - 200 Employee

• Vice President of Merchandising

  • Sep 2017 - Sep 2019

  Fort Myers, Florida Led omni merchandising function for non-apparel, sub-brands, and dress division totaling annual volume of more than $500M. Responsible for new business ideation and strategy development. Member of the brand leadership team. Led a team of 13 associates with three to four direct reports including a MM and senior merchants. • Developed customer centric product strategies inclusive of leading merchant teams in the development and execution of departmental roadmaps resulting in positive YOY sales… Show more Led omni merchandising function for non-apparel, sub-brands, and dress division totaling annual volume of more than $500M. Responsible for new business ideation and strategy development. Member of the brand leadership team. Led a team of 13 associates with three to four direct reports including a MM and senior merchants. • Developed customer centric product strategies inclusive of leading merchant teams in the development and execution of departmental roadmaps resulting in positive YOY sales growth within the non-apparel and sub-brand divisions. • Launched and developed new categories of business such as beauty, shoes, and home, contributing $2M of annual revenue within infancy stage. • Collaborated with corporate launch team as key merchant partner in the $4M introduction of Chico’s on Amazon. • Built gifting classification from a seasonal $1M business to an annual $8M business through strong storytelling and close partnership with marketing, design, and visual. • Drove positive comp sales results in 2018 in five out of six departments through comprehensive strategies and tight collaborations with cross-functional teams resulting in the only areas of the total business with an increase in sales YOY. Show less



White House Black Market

• Retail
• 700 & Above Employee

• Vice President of Merchandising

  • Apr 2016 - Sep 2017

  Fort Myers, Florida, United States Led omni merchandising function responsible for $385M, 55% of total annual brand volume. Member of the senior leadership team responsible for collaborating on long rang plans and strategic imperatives for the brand; reported directly to brand president. Led a team of 15 associates with four direct reports including a MM and senior merchants. Was in the brand during the largest growth period in history: 7 years of positive sales and operating income growth, store count went from 150 to over 500,… Show more Led omni merchandising function responsible for $385M, 55% of total annual brand volume. Member of the senior leadership team responsible for collaborating on long rang plans and strategic imperatives for the brand; reported directly to brand president. Led a team of 15 associates with four direct reports including a MM and senior merchants. Was in the brand during the largest growth period in history: 7 years of positive sales and operating income growth, store count went from 150 to over 500, and sales grew from $200M to $900M annually. • Drove change management as organization shifted from a direct-to-consumer and store merchant team to an omni merchant team; refreshed responsibilities coaching merchants as they evolved into an omni first mindset. • Participated in Chico’s FAS corporate task force that developed a new PLC process shortening the product lifecycle calendar from 14 to 11 months with 20-30% of the business operating on a fast-track calendar. Streamlined workload across merchandising organization, eliminating inefficiencies, and coaching the team on working smarter not harder, resulting in a more productive, collaborative, and happy team. • Ensured cross-functional leaders in design, sourcing, marketing, and planning were aligned with seasonal merchandising strategies. • Partnered with merchant team on development of a strategic view of the line, maximizing opportunities and minimizing risks. • Collaborated with SVP of Design to wardrobe the entire collection in advance of organization presentation.

• Divisional Merchandise Manager

  • Mar 2013 - Apr 2016

  Fort Myers, Florida, United States Divisional Merchandise Manager, Non-Apparel Division Jul 2014 - Apr 2016 Responsible for shoes, jewelry, accessories, and gifts. Managed 11 people including dotted line responsibility for product development. • Grew the business from a -9% comp to a +6% comp in less than six months by focusing on elevating the aesthetic of all product categories, building thematic stories that tied back to the apparel division. • As senior merchant, oversaw all communication to marketing including… Show more Divisional Merchandise Manager, Non-Apparel Division Jul 2014 - Apr 2016 Responsible for shoes, jewelry, accessories, and gifts. Managed 11 people including dotted line responsibility for product development. • Grew the business from a -9% comp to a +6% comp in less than six months by focusing on elevating the aesthetic of all product categories, building thematic stories that tied back to the apparel division. • As senior merchant, oversaw all communication to marketing including the key contributor in monthly style outs for all creative asset creation. • As the key merchant leader, directed all communication to marketing and visual including acting as a key contributor in monthly style out's for all creative asset direction. Divisional Merchandise Manager, Tops Division Mar 2013 - Jul 2014 Responsible for knits, wovens, and sweaters which represented 40% of total brand volume, and a team of 10 people. • Built seasonal programs within each department totaling 20% of total top sales in 2014-2015 • As the key merchant, oversaw wardrobing for the entire collection in partnership with the SVP of Design and building stories for marketing and in-store presentation with the SVP of Visual.

• Merchandise Manager

  • May 2011 - Mar 2013

  Fort Myers, Florida, United States Managed a team of eight people overseeing knit, woven top, and sweater departments. • Drove turnaround of the sweater business in Q4 2011 after less than one year of leadership. Built a more balanced gauge mix, a strong pricing architecture, and a well thought out table presentation. • Expanded knit business beyond a solely 100% fashion assortment with the introduction of a key tee shirt program, driving both sales and margin seasonally.

• Senior Merchant

  • Dec 2005 - May 2011

  Fort Myers, Florida, United States Responsible for knits, outwear, and swim. • Conceptualized and built the swim business including all aspects of the department: vendor matrix, architecture, design, in-store visual, and product knowledge. • Grew outerwear from a primarily Q4 social business to an eight months per year category by diversifying lifestyle and price points. • Within the knit department, the largest department within the brand, grew the business from a 14% penetration to 18% in Less than two years… Show more Responsible for knits, outwear, and swim. • Conceptualized and built the swim business including all aspects of the department: vendor matrix, architecture, design, in-store visual, and product knowledge. • Grew outerwear from a primarily Q4 social business to an eight months per year category by diversifying lifestyle and price points. • Within the knit department, the largest department within the brand, grew the business from a 14% penetration to 18% in Less than two years. Transitioned the knit category from being market led to an in-house design and sourcing team, both new functions within the brand.



Destination Maternity Corp (Motherhood Maternity® and A Pea in the Pod®)

• United States
• Retail
• 500 - 600 Employee

• Buyer

  • Nov 2002 - Dec 2005

  Philadelphia, Pennsylvania, United States Mimi Maternity Division: Knits, Sweaters, Woven Tops, Outerwear



Scoop NYC

• Retail Apparel and Fashion
• 1 - 100 Employee

• Sales Associate

  • Feb 2001 - May 2003