Senior Vice President Business Transformation

• Jul 2022 - Present

Ann Taylor, Loft, Lane Bryant, Talbots, Haven Well Within Ann Taylor, Loft, Lane Bryant, Talbots, Haven Well Within

Managing Partner

• Jan 2019 - Jul 2022

With 20 years of practical experience, Jennifer has spearheaded multiple complex product development projects when there are issues with resources and timelines due to gaps in operational planning. She’s adept at quickly assessing root causes of operational inefficiencies and providing strategic action plans and effective communication channels to resolve those issues. Her reputation is one of being able to influence, guide, and develop cross functional teams to make scalable and sustainable process improvements. Most recently she consulted with Gloria Jeans in Moscow, Russia where she led Merchandise Operations and implemented a Concept to Market process. Prior to that she was at Blue Nile where she led Project Management establishing cross functional business operations and communication to support long range plans and company strategy. Consulting site: www.nextconsultingus.com Show less

Owner/Founder

• Jan 2017 - Jul 2022

Accomplished senior executive with record of launching and managing operations for top-tier organizations. Adept at managing administrative, financial, and design aspects of operations with multi-million-dollar budget responsibility. Talent for fostering open communication and collaboration, ensuring deadlines are met. Spearheaded major corporate projects and initiatives to support sustained growth. Adept at quickly assessing root causes of operational inefficiencies and providing strategic action plans, and effective communication channels, to resolve issues. Able to influence, guide, and develop cross functional teams to make process improvements sustainable and scalable. Areas of expertise include: -Concept to Market Process Development (including new product launches) -Change Management/Cross Functional Team Development -Process Improvement Resulting in Time Efficiencies, Reduced Expenses, and Elevated Profits. -Liaising/Creating Effective Communication Channels for Leadership Employees, Vendors, and Clients. -Proactively Solving Issues and Removing Barriers. -Redefining Processes and Roles, Resulting in Optimized Leadership and Direction. -Business Strategy & Budget Planning -Program & Project Management (PMP & CSM Certified/Six Sigma Green Belt) -Speed to Market Initiatives Consulting Site: www.dorre-operations.com Show less

Project Management Lead

• Feb 2021 - Jun 2021

Lead Hill & Co.'s business-process mapping , end-to-end project management, and cross functional communication. Hill & Co. help responsibly sourced diamond, gemstone, jewelry businesses from <$1M to $1B+ execute our strategies that harness digital technology with business strategy to increase revenue faster. Lead Hill & Co.'s business-process mapping , end-to-end project management, and cross functional communication. Hill & Co. help responsibly sourced diamond, gemstone, jewelry businesses from <$1M to $1B+ execute our strategies that harness digital technology with business strategy to increase revenue faster.

Merchandise Operations Consultant

• Jan 2019 - Nov 2019

Business Operations Consultant

• Oct 2017 - Jan 2019

Chief Operating Officer

• Feb 2016 - Jan 2017

Managed company operations, including 50-member team (9 direct reports) covering production, human resource, design, sales, retail stores, marketing, and finance functions. Reported to Owner/Founder. Established end-to-end sales to market process for events, weekly subscriptions, and retail business channels. Implemented formal 90-day review structure for staff on-boarding, coaching, and development to enhance staff morale, performance, and productivity while reducing recruitment expenses. Analyzed sales and traffic data for underperforming locations. Devised strategies to consolidate operations to reduce operating costs. Identified ways to tap best practices of top-performing locations to improve overall profit. *Realized 13% increase (+$520,000) in gross margin dollars, 8% gain in gross profit. *Decreased cost of goods by 7% and manufacturing costs by more than 25% by developing invoice management process and implementing pre-production planning to reduce overall labor hours and overtime expenses. *Increased net income by 400% over prior year, despite -3% sales decline, through careful control of expenses. *Drove double digit sales increases (+12%) at flagship store through strategic product selection, regular visual merchandising, and more rigor around resource and inventory management. *Directed all retail operations for multiple NY area locations. *Managed re-design of company’s 3000 sq. ft warehouse improving overall functionality, creating inventory control, and reducing production lead times. *Contributed to strategic plans to renovate and staff new Southampton Store, producing $500,000+ in topline sales within 8 months of operations. *Oversaw IT operations and process improvements. Vetted, hired, and worked with software developer and outside tech agency to enhance existing system and identify future software needs to sustain business growth. Created ticketing system to increase internal IT support and reduce operational downtime. Show less

Vice President of Design Operations

• Oct 2013 - Jan 2016

Liaised between CEO and Executive Committee to set priorities, facilitate decision follow-up, and drive cross functional operational execution. Managed $6 million budget and 5 direct reports. Oversaw company calendar, addressed potential risks and removed road blocks. Tracked product development targets/ratios against actual execution and managed variances. Interacted with outside vendors. * Evaluated existing teams and procedures to identify process gaps and communication breakdowns. * Developed process solutions to drive on time completion of initial concept strategies. * Reduced concept-to-consumer time by half through rigor in cross-functional communication, focus on production-ready samples, and enhanced vendor involvement.* Partnered with IT team and ERP vendors to provide quality user requirement information and ensure successful companywide implementation. Planned and oversaw training of design end users and managed all aspects of transition to the new systems while maintaining daily operations. *Increased on-time deliveries by 56% by spearheading process, communication, and calendar improvements. *Raised productivity an average of 20% through process optimization. Show less

Senior Director Of Operations

• Feb 2013 - Oct 2013

Director of Operations, Lingerie, Sport, and Gift with Purchase Accessories

• Apr 2010 - Feb 2013

Defined strategies and directed operational view of design development process, speed-to-market initiatives, and special projects for division producing $3 billion in annual sales. Assisted VP of Operations to manage $1.5 million annual departmental budget. Directed project management team to create and maintain design calendar with consideration to forward planning, risk potential, and company calendar. Tracked seasonal development against financial line plans to manage variances, balance priorities, and distort resources. Managed 4 direct reports and supported 3 EVPs of Design. *Directed project to bring signature cotton program (#1 volume-driving category for VS brand) from design to market in less than 90 days; a 70% improvement on baseline performance. *Spearheaded inception of brand new division/category (Super Model Essentials), executing CCO’s vision of combining loungewear and accessories. Partnered with Design, Finance, Merchandising, and Operations Teams to devise business case and drive category to fruition. *Overhauled Technical Design Process by creating method for scheduling/meeting deadlines, replacing previously ad hoc exercises, maximizing resources, and enhancing vendor communication. Process impacted 2,000 garments annually. Show less

Manager of Operations, Provocative, Shapewear, Hosiery

• Jan 2007 - Apr 2010

Drove logistics and operations for 30-member design and concept team. Managed seasonal calendars and process for product design and development for $1.5 billion in annual volume companywide. Analyzed seasonal line plan data to ensure development ratios were aligned with business strategy. Led set-up for seasonal presentation of product.*Managed launch of new shapewear business, producing $50 million in annual sales growth.*Led project to develop and repackage entire hosiery division (producing 500,000 units annually), enhancing brand image and boosting product relevance in stores.*Reduced 56-week calendar to 44 weeks, significantly reducing design re-work due to more timely selling information.*Optimized upfront development process, enabling synchronization of departmental timelines. Show less

Manager Pre-Production, Product Commercialization

• Jan 2006 - Jan 2007

Trained, evaluated, and mentored staff. Resolved critical development and sourcing issues. Created seasonal bill of material and color/component charts. Initiated and tracked proto costs to target retails and IMU goals. Executed sample development in conjunction with production and regional partners.

Sr. Product Development Coordinator / Product Coordinator

• Oct 2004 - Jan 2006

Collaborated with design on aesthetic, fit, technical issues, and final edits for products in development. Communicated product information to cross-functional partners. Outlined sampling needs, cost requirements, raw material information, and time/action calendars for product to vendors. Produced seasonal line assortment sheets. Established new departmental process for Israel office. Facilitated start-up of division that ultimately developed into VS Design R&D Studio. Devised initial speed-to-market model for company, leading to development of new calendar. Show less

Production Assistant, Woven Tops

• Jul 2003 - Oct 2004

Managed purchase orders from style adoption through delivery. Collaborated with staff to ensure delivery, costing, gross margin, and quality objectives were met. Oversaw training at new factories. Created and maintained time and action documents for seasonal product status tracking. Communicated merchandise changes to overseas offices and vendors. Analyzed and reported performance, including mill/factory end-of-season performance.

Assistant Merchant, Refined Separates

• Jul 2002 - Jul 2003

Facilitated all aspects of operational management of $85 million department. Analyzed business on monthly, weekly, and seasonal basis. Tracked, reconciled, and maintained orders. Created marketing support and coordination documents.

Account Executive, Polo Jeans Men’s Division, May Co. Department Stores

• Mar 2001 - May 2002

Oversaw operations of $20 million in department store business. Assisted retail planning in development of receipt, sales, and gross margin plans. Monitored markdowns and merchandise flow. Identified growth opportunities for each account. Visited stores and communicated company strategies to sales managers. Oversaw operations of $20 million in department store business. Assisted retail planning in development of receipt, sales, and gross margin plans. Monitored markdowns and merchandise flow. Identified growth opportunities for each account. Visited stores and communicated company strategies to sales managers.

Assistant Buyer, Bloomingdales and Marshall Field’s Division

• Feb 2000 - Mar 2001

Projected, ordered, allocated, and budgeted open-to-buy for 80 stores. Researched and analyzed sales, demographics, and trends. Informed buyers and planners on test items and ad merchandise. Projected, ordered, allocated, and budgeted open-to-buy for 80 stores. Researched and analyzed sales, demographics, and trends. Informed buyers and planners on test items and ad merchandise.

Sales Manager, Lingerie

• Aug 1998 - Feb 2000

Supervised team of 20 associates. Managed sales for a $4 million department. Executed and oversaw merchandising and visual presentation of department. Prepared demonstrations on merchandising, credit acquisitions, trends, and sales tactics. Worked with Store Manager and Operations Manager on achieving sales goals, maintaining appropriate stock levels, training staff, and optimizing associate hours for maximum floor coverage and customer satisfaction. Supervised team of 20 associates. Managed sales for a $4 million department. Executed and oversaw merchandising and visual presentation of department. Prepared demonstrations on merchandising, credit acquisitions, trends, and sales tactics. Worked with Store Manager and Operations Manager on achieving sales goals, maintaining appropriate stock levels, training staff, and optimizing associate hours for maximum floor coverage and customer satisfaction.