Experience

Lastman's Bad Boy

• Canada
• Retail
• 1 - 100 Employee

• Vice President of Operations, Transportation and Logistics

  • Mar 2021 - Present

  Oversee the distribution, transportation, delivery, inventory control and service departments for the stores, ecommerce and builder divisions. • Built a dynamic team of service driven, empowered staff accountable through KPIs and regular benchmarking reviews. • Instrumental in the implementation of new ERP, WMS and Routing software platforms, meeting key benchmarks and managing targets for all key stakeholders. • Lead and develop multiple teams while restructuring of the organizational charters and accountabilities, increasing service excellence while reducing operational costs. • Developed new delivery lane process, shortening speed to market in out of town areas while reducing operational costs. • Negotiation of service and equipment contracts, SLAs and leading a cross-departmental team in the search of a new distribution and head office facility.



Tepperman's

• Canada
• Retail
• 100 - 200 Employee

• Director of Sales, Merchandising and Store Operations

  • Sep 2019 - Jan 2021

  Responsible for all aspects of sales, in store credit, merchandising and operations of retail stores across the company. Ensures that the customer shopping experience leads the market place through superior training and service while driving company revenue and profitability through the successful creation and execution of our corporate sales, credit, operations and service strategies. • Create an inspirational and growth-enabled environment for staff and foster positive company philosophy of excellence in sales and customer service through effective communication, training, coaching and development of all departments of store personnel. • Develop retail vision, strategy and plan to drive top-line growth and bottom-line profitability. • Create and maintain all sales and credit policies and SOPs. • Recruit, hire and train all levels of store management and maintain position charters for each role. • Build and promote the high quality brand image through merchandising, store experience and service excellence. • Negotiation of CBA and service contracts of commission based sales teams.



Fluid Brands (Bombay & Bowring)

• Vice President of Planning & Logistics

  • Feb 2014 - Feb 2019

  Plan, update, and direct supply chain tasks to ensure key completion of planning and logistics operations in line with corporate aims. Regulate and oversee end-to-end transportation operations at both international and domestic level. Lead the preparing and establishment of Ocean and Brokerage RFQ. Cultivate solid and productive relationship with departments and strengthen finance group partnership. Create detailed reports and submit final updates to auditors. Lead, motivate, and develop eCommerce and an outside sales rep team through development of complete B2B, B2C, and Drop Ship SOPs. • Achieved significant annualized cost savings through designing and enforcement of domestic lane provider RFQ process for FTL/LTL freight. • Ensured timely delivery and execution of annual company-wide inventory and audit process to attain maximum customer satisfaction and achieve corporate targets. • Saved sustainable cost by increasing productivity and KPI driven operational excellence through execution of planning and logistics operations. • Championed the launching and promotion of products in 2017 of first phase of the company’s eCommerce strategy and moved the company to integrated omni-channel program.



B&C Group

• Advertising Services
• 700 & Above Employee

• Director of Planning and Allocation

  • Feb 2008 - Feb 2014

  Directed planning and allocations procedures as well as handled product flow and timing from container prioritization to store level receiving. Conducted detailed business analysis and formulated internal growth business plans. Steered efforts to frame inventory receipts and hold back inventories and successfully launch open new stores. Estimated sales growth and recommended prospective areas of opportunity by developing store sales forecasting model. Identified needs for skills improvement and conducted training programs that resulted in increasing team knowledge. • Designed effective planning and hired by the president to promote and re-launch over 50 stores. • Enhanced gross margin by 3.1% and decreased operating costs by 6% for maximum bottom line return by developing multi-departmental business analysis tools. • Streamlined store inventory levels, reduced markdowns by 8% and stranded product by implementing new allocation design strategy. • Developed custom Open-to-Buy program to maximize turn and developed the ideal WOS and assortment balance while identifying key growth areas. • Optimized inventory accuracy by 7% by developing new manifest consolidation management system and slashed distribution costs by over 10% through a JIT flow.



The Bombay Company

• Retail
• 100 - 200 Employee

• District Manager/General Manager

  • 2003 - 2008

  Managed all aspects of operations including staffing, team development, merchandising, loss prevention and payroll control for twelve-store district. Accountable for the performance, profitability and customer experience of the district including out of province locations. • Surpassed district goals by developing and implementing plans that optimized sales and profitability. • Implemented merchandising policy in accordance with mission and core values of company. • Responsible for recruiting, hiring and developing all managers within the district including the promotion of several of these Managers to District Manager. • Known for an exacting standard of presentation and operational excellence. • Established a record of continuing quarterly growth and excellent P&L results. • Drove an underperforming Bombay/Bombay Kids location to the highest volume in the +400 plus store chain. • Established as the training center for new hires, new company directives as well as store presentation and seasonal layout changes. • Created a unique direct to builder cross-promotional relationship driving significant company sales increases.