The company needed to facilitate the importation of portable carports from China to Mexico. Additionally, the organization needed to address the exorbitant amount of duties being charged for the transportation. However, the existing import/export agent for the company had already alerted the customs agents, therefore establishing the ruling.
Leveraged high-level contacts in Mexico that had been previously established through existing business. Sourced a reliable factory in China for both the production and fulfillment of the portable product to the buyer's exact specifications. Cleared the samples through the Port of Manzanillo which held a low duty classification. Established payment terms through commercial letters of credit that were released upon proof of shipment.
Duty expenses were reduced by 90%, positioning the company for a chance at ongoing profitability.

Company wanted to perform at level of world-class brand. However, quantifying and articulating marketplace management strategy became increasingly challenging. Commerce team lacked skill set and resources necessary to gather intelligence on industry-specific retailer trends. Sluggish bookings and consistently negative feedback regarding poor service and delivery, combined with increase in customer charge backs, caused negative effects on bottom line.
Led cross-regional team comprised of Sales and Customer Service leaders. Conducted external industry and marketplace benchmarking studies. Identified four strategic priorities and implemented improvement plans based on shared set of cross regional priorities. Drove development of market place strategy, which was appropriately tapered for each market in Americas region. Created country-level project plans and owners in addition to developing metrics to track progress and improve service levels.
Service levels improved 82%, and operational costs lowered $1.2 million in first year while reducing delivery time to market by three days over competitors.

Due to retail market trends that influenced changing service demands, company needed to change internal and external customer engagement models. As result of changing demands, operational costs, order cancellations, and charge backs were all driven upwards.
Mobilized regional team across sales and customer service to conduct comprehensive customer survey. Developed plan to better understand market drivers for company, gather intelligence, and quantify benefits. Acted as change agent to drive strategic changes for customer as well as within company.
Survey produced 95% response rate, which led to service level improvements of 60%.

Five individual country-based operations were rapidly becoming more complex. Due to increase in complexity, there were different types of organizational skills and disciplines needing to be successful. However, management teams and staff in each country were young and inexperienced.
Worked closely with Human Resources to develop future organizational models. Assed current organizational performance, recruited talent, and conducted regular succession planning sessions in addition to developing comprehensive HR plans. Personally coached and developed 11 managers to higher levels of responsibility.
World-class level of performance was achieved by developing organizational models supporting organizations ranging from 5 to 450 employees.

Company wanted to create global value chain vision for next eight years. However, company was not organized to approach larger cross-regional and cross-functional initiative, and there was resistance to global approach.
Worked with LEAN coaching team to map company's processes, leading to development of four-year strategy targeting elimination of organizational redundancy and waste. Standardized processes and tools across company's five operating groups. Led efforts to reduce overhead costs and maximize ROIC capital within company's ERP technology solution. Planned to move 30% of Sales and Customer Service personnel into positions providing incremental growth.
Due to collaborative efforts, a $50 million ROIC is anticipated within four-year time frame.

Company needed to shift its customer approach to plan, sell, fulfill, and deliver orders to drive higher revenues. Vision was clear; however, details were causing increased amount of confusion and resistance within company.
Led collaborative process to identify obstacles to newly needed capability. Organized focused and concise story then connected it to significant value of brand. Built powerful business cases and developed several possible phased scenarios to develop new category execution business capability.
Efforts enabled $5 billion in projected growth as well as increase in delivery performance from 70% to 95%.

Due to significant market pressure, company needed to find new avenues to increase revenues while maintaining flat headcount. One of desired ways was to leverage Internet and B2B operations; however, company lacked proper knowledge of B2B world as well as limited experience with Internet applications.
Collaborated with multiple departments including Sales, Marketing, Customer Service, Operations, and Finance to leverage e-commerce technologies and improve business communications. Drove incremental sales through online sales and marketing campaigns. Enhanced service through online self-service models and improved customer access.
Call volumes were reduced 26% while increasing service levels 50%.

Company needed to more accurately report performance at all levels of organization in order to meet delivery on new category business model. However, company's data and reporting systems were neither organized nor cataloged in way to report performance by category.
Directed and led cross-functional team to work across enterprise, including categories, regions, functions, and product engines. Documented critical areas for performance evaluation and developed balanced, end-to-end scorecard including P&L, bookings, sell-through, order fulfillment, and overall quality of product assortment presentations at retail.
Scorecard is projected to produce $11.2 million through 24% improvement in organizational productivity across categories, regions, and functions.

There was increased need for company to move toward standard and away from high degree of customization. However, company's culture was built on innovation and creating unique solutions/business models to exploit localized opportunities.
Partnered with IT teams and regional management to ensure compliance with corporate guiding principles. Drove globalization of processes and tools across regional teams and multiple brands. Established and facilitated intake process and cadence of meetings for taking in new enhancements.
Produced 38% return on invested capital for all technology investments, while reducing ERP technology footprint costs 8%.

Service packages to retailers were not aligned with company's marketplace management strategies. Often, expansion of services to customer was not profitable and did not support account growth plans.
There was lack of quantifiable financial data to assess impact of not having service offering strategy. Additionally, there was no formal list of services being provided and to whom.
Developed segmented service strategy based on revenue and profitability drivers including quality of account retail presentation, historical sales, forecasted sales, and retailers' market position. Created menu of services and account service channels corresponding to menu of services. Implemented program in Nike de Mexico and Nike do Brazil.
Alignment of services to market management strategies produced maximum revenue growth and profitability in addition to providing grade "A" level services to 80% of account base.

Company had established strategic partnership with SAP and needed to identify and develop new business system capability. Company culture and newly developing strategic concepts being introduced were broad, making it difficult for SAP to translate into specific functionality.
Partnered with SAP leadership and applied 20 years of business management experience. Collaborated with regional and functional leadership to identify possible industry standard concepts. Prioritized concepts and developed clear and practical business requirements. Crafted and presented compelling reasons for why SAP might be interested in investing in these new business systems capabilities.
More than 30 major pieces of strategically relevant functionality were developed that became part of future standard SAP packages.

Company was experiencing sharp, upward surge in growth as well as unguided increase in staff. Sudden changes created inefficiencies, unclear roles, and poor performance across organization.
Led cross-functional management team comprised of heads of Sales, Customer Service, Credit, and Claims. Developed five-year vision and strategy in addition to identifying metrics to be used to define long-range success. Defined clear and scalable future organizational models across team structures and delegated documentation of account team business models.
Operating costs reduced $1.5 million, delivery performance rose 5%, and inventory savings generated to the tune of $2.8 million.