Experience

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  Tingey Injury Law Firm

  • Las Vegas, Nevada Area

  • Chief Analytics Officer

    • Mar 2018 - Present
    • Las Vegas, Nevada Area

• 

  Fanzz

  • United States
  • Retail
  • 100 - 200 Employee

  • President | General Manager

    • Mar 2015 - Feb 2018

    I led the executive strategy for the overall business. Strongly leaning on analytics, I measured and evaluated all factors supporting a complete business turnaround, which led to improved cash flow, better communication and integration across the business, and, ultimately, a situation in which we centralized our business into a regional focus and closed stores.These changes and periods of success directly related to the development company’s first fully integrated, comprehensive financial planning process. By analyzing all metrics monthly, quarterly, and annually, we were able to act on variances quickly to ensure broad growth. Of course, this new executive approach had strong implications not only for improved cash flow but also for inventory planning, retail strategy, eCommerce, and more. I worked with our teams to build a new inventory planning tool that more accurately assigned inventory levels according to expected costs, pricing, and seasonal value.With a focus on corporate culture, we shifted the way we connected individual and team contributions to the broader corporate approach. This new understanding and accountability increased employee engagement and continually challenged the executive team to communicate openly during first the turnaround and then the choice to close stores. I think our attention to our employees’ needs also elevated their connection to the outcomes of the business, so communicating tough decisions was somewhat easier.

  • VP of Planning

    • May 2014 - Mar 2015

    As vice president, I devised and delivered purchasing forecasts for 120 stores. Focusing on revenue, margin, inventory productivity, and more, my team worked with the buying team to optimize purchasing across all product lines, including brand-name offerings (Nike, New Era, Majestic, and others).In a comprehensive inventory planning strategy, I not only led the development of metrics supporting open-to-buy purchasing, I also worked diligently to increase the value of deep-aged and aging inventory. To ready our facilities for more profitable inventory, I enabled our oldest inventory to be sold at deep discounts, which supported our future revenue strategy and more than 20% comp store revenue (2015-2017).Based on my executive expertise and leadership, I was promoted to the position of president in 2015.

• 

  Overstock.com

  • Greater Salt Lake City Area

  • Sr Director | Director of Analytics

    • Jan 2012 - May 2014
    • Greater Salt Lake City Area

    As the senior director (promoted from director) of analytics, I designed a comprehensive strategy for forecasting and maximizing our revenue. I centralized our strategies around cost optimization, looking at a number of factors that directly influenced our margins.On the pricing (revenue) side, we developed a pricing methodology that gave us granular insight into our competitors’ pricing, so we could be viable in the eyes of our customers. Looking at Amazon, Walmart and more (50+ sites), we bench marked our own pricing strategies against those of our most likely competitors.On the cost side, we defined and analyzed data from all corners of the business, including inventory costs, marketing, and even our talent development program. With this refreshed and very clear deep dive into our performance history, we implemented specific changes that improved in-stock rates and yielded $20M revenue growth. My broad strategy had multiple components, including marketing vendor cost rationalization and inventory level controls, all in support of defining ideal inventory levels on a per-SKU basis.On the talent side, as responsible for 80% of the company's analytics team, I reversed a historically damaging turnover rate, cutting that metric 85%. Our talent development program, strong and insightful leadership, and clear rewarding of capability drew employees from across the company and became a deep well of talent for succession planning.

• 

  Making Memories

  • VP of Planning & Operations

    • Jun 2008 - Jan 2012

    In this global logistics, supply chain / procurement, planning, and operations role, I oversaw strategy for sample development, design approvals, manufacturing, and shipments from factories in Asia to United States distribution centers.Primarily, I negotiated and oversaw relationships with our manufacturing partners in China, Taiwan, Hong Kong, and Thailand to improve cost controls and maximize margins while producing products ideal for Target, Michaels, and other big-box stores.One big hurdle I successfully overcame was elimination of frequent stock-outs via a strategic inventory management system that I built to assure regular flow of product. This tool was integrated into the supply chain strategy within our overseas factories as well.At the same time, I cut costs and errors across overseas logistics and reduced costs of aged inventory, yielding +500% in liquidation sales.

• 

  DSW

  • Store Planning Manager - Womens

    • Jun 2007 - Jun 2008

    As the store planning manager for the women’s division of DSW’s retail strategy, I oversaw teams leading planning for $1B annual sales.My most vital contribution in this retail leadership role involved developing a tool that standardized strategy and execution for store planning. The information revealed via this tool served as the basis for deep and strategic conversations with multiple teams across the business. Furthermore, it supported our group’s perceived value, which also improved our internal sense of what we could and ought to be focusing on.Prior to this role, I held a number of retail leadership positions:Vice President (Planning, Sourcing, Allocation), Old Town Imports, LLC, Salt Lake City, UT. As vice president, I led a global strategy to forecast and manage demand for Costco and Sam’s Club product lines. Our focus on productivity-based assortment strategies resulted in 12%-55% increased quarterly revenue.Co-Owner (Merch Planning, Store Ops, Finance, Strategic Development), Out of Italy, Pittsburgh, PA. Under my and my co-owners’ leadership, I helped this startup grow from 1 to 8 retail locations and to be profitable inside of 12 months. My component of this success included reducing the cost of inventory 20%.Merch Planning, Women’s, American Eagle Outfitters, Pittsburgh, PA.Merchandise Planner, Accessories, Abercrombie & Fitch, Columbus, OH.Store Planner & Distribution Analyst, Payless Shoesource, Topeka, KS

• 

  Old Town Imports

  • VP (Merch Planning, Allocation, Sourcing)

    • May 2005 - May 2007

• 

  Out of Italy

  • Owner

    • Jan 2003 - Feb 2006

• 

  American Eagle Outfitters

  • Merchandise Planner

    • Nov 2000 - Jan 2003

    • Extensive involvement in AEO’s expansion into Canadian market• Responsible for the oversight of all Women’s Apparel and Accessory plans (Cda$ 60 million annually)

• 

  Abercrombie & Fitch

  • Associate Merchandise Planner

    • Jun 1999 - Nov 2000

    Responsible for sales forecasting, markdowns, margin, inventory management ($75 million annually)

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  Payless ShoeSource

  • Allocation & Store Planning

    • Jan 1997 - Jun 1999