Experience

Centric Brands

• United States
• Retail Apparel and Fashion
• 700 & Above Employee

• Vice President of Production

  • Dec 2015 - Present



Jerry Leigh of California

• United States
• Retail Apparel and Fashion
• 100 - 200 Employee

• Freelance Production, Product Development and Sourcing Executive

  • Sep 2014 - Jan 2015



NYDJ Apparel, LLC

• United States
• Retail Apparel and Fashion
• 1 - 100 Employee

• VP of PRODUCTION AND SOURCING

  • Aug 2012 - Jul 2014

  Managed 7 direct reports and team of 85 employees within the product development, pre-production, production (domestic and import) and quality control departments. Owned all aspects of seasonal product development, salesmen sample execution, raw material procurement, production and quality control. Responsible for the seasonal sourcing strategy, cost negotiations and gross margin analysis. Extensive travel to Asia and weekly visits to domestic contractors and laundries. • Successfully resourced and redeveloped $30 million bottoms program in Asia without compromising the garment quality or delivery and increased the IMU by 5%. • Implemented weekly line in process meetings, seasonal line reviews and fabric and garment testing protocol. • Renegotiated pricing and terms of core denim fabrics resulting in annual savings of $500k. • Key contributor to the successful launch of NYDJ Sportswear division including hiring of product development, production and technical design teams. • Member of the management team chosen to participate in the discovery and selection of the company’s ERP and PLM systems. • Identified the major data flaws within fabric planning /inventory reports that were being used for the purchasing of raw materials. Spearheaded cross-functional meetings with IT, operations, planning and purchasing to correct the methodology of reports created. Implemented new reports that allowed for better visibility/accuracy to the raw material needs resulting in an annual savings of $350k/year.



Vince, Div. of Kellwood

• Greater Los Angeles Area

• VP of Production and Sourcing

  • Oct 2011 - Apr 2012

  Manage the day to day operations and performance of the Production and Technical design departments. Prepare monthly, quarterly and yearly budgets and shipping targets. Hands on daily management of all domestic production including men’s /women’s denim, woven bottoms, and knit tops. Participate in weekly fittings to ensure approval deadlines are met and neither quality or garment delivery is jeopardized. Manage the day to day operations and performance of the Production and Technical design departments. Prepare monthly, quarterly and yearly budgets and shipping targets. Hands on daily management of all domestic production including men’s /women’s denim, woven bottoms, and knit tops. Participate in weekly fittings to ensure approval deadlines are met and neither quality or garment delivery is jeopardized.



kate spade new york

• United States
• Retail Apparel and Fashion
• 700 & Above Employee

• VP of Manufacturing

  • 2008 - 2011

  Managed 6 direct reports and team of 24 employees for DKNY Jeans - Missy, Petites, Plus, and Mens Divisions. Oversaw and supervised the product development, production, technical design and business planning/operation departments. Liaised with merchandising/design to execute on-time development of seasonal collections including both men’s and women’s woven’s, denim, cut n sew knits, and sweaters. Owned all aspects of product development, raw material procurement, technical design, production, quality assurance and inventory management. Extensive international travel throughout Asia, Central and South America. • Key contributor to the successful launch of Plus division; exceeded margin goal by 3% and achieved 92% on time shippability. • Created and implemented seasonal development and production calendars for all divisions reducing the lead-times by 20%. • Successfully managed transition of sourcing/production operations from company owned overseas offices to Li & Fung sourcing agency without compromising quality or delivery performance. • Assumed responsibility for business planning/operations department including inventory management, replenishment planning and sales forecasting. • Active member of executive and finance committees. Partner with divisional CFO to review P&L, quarterly shipping targets, inventory levels and margin goals. • Mentored and educated the product development and production team on sourcing process, vendor capability and costing structure. • Reallocated personnel resources and restructured operations for the product development, production and technical design departments; reduced employee overhead by $725k.



Ralph Lauren

• United States
• Apparel & Fashion
• 700 & Above Employee

• Senior Vice President of Production

  • Sep 2004 - Aug 2007

  Managed 7 direct reports and a team of 28 employees; supervised the production and technical design departments for: Polo Jeans Company, RRL, Polo Denim and American Living with total retail volume of $600M. Managed factory allocations, garment costing and gross margins. Created seasonal and annual budgets. Liaised with merchandising/design to execute on-time development of seasonal collections. Acted as a change agent across the various business units; reviewed cost analyses and work in process; implemented programs focused on growth and expansion. Extensive international travel throughout Asia, Central and South America. • Key contributor to the successful launch of American Living division; exceeded gross margin goal by 4% for the initial launch. • Restructured RRL production and sourcing teams in the U.S. and created production and sourcing teams in the Asia office; generated a 6% seasonal margin increase and improved on-time garment deliveries by 55%. • Reallocated personnel resources and streamlined operations for the Polo Jeans Company division; reduced employee overhead by $500,000.



Warnaco

• Apparel & Fashion
• 200 - 300 Employee

• Vice President of Production and Sourcing

  • 1999 - 2004

  : Managed 4 direct reports and 17 indirect reports. Led cross-functional teams; prepared seasonal strategic international sourcing plans; identified any production issues and implemented actionable solutions; reviewed costing and delivery reports. Key member of the executive committee during bankruptcy transition. Extensive overseas travel. • Re-sourced production to sub-Saharan Africa; increased imu by 6% without sacrificing product quality or delivery commitments. • Streamlined operations and reduced production lead time by 30 days, allowing 60% of production to be purchased based on actual customers orders – reduced volume of merchandise sold to off price retailers. • Key contributor to the launch of the Chaps denim line; generated 30% increase in revenue. • Trained developed and motivated production and technical design associates; reduced employee turnover by 75%.