Building a Strong Business Case Reduces Costs by $500,000

The company's business division was managing its data with an antiquated system, and needed to upgrade immediately in order to improve data accuracy. However, senior-level executives did not view the system as a problem and would not allocate the resources necessary to fix the problem.
Built and presented a strong business case to senior executives that emphasized a strong ROI in updating the data management systems. Gained approval and led a collaborative team of 12 business SMEs in the identification of what the new processes should be. Gained a consensus across all functions and recruited the IT team to build and implement the system.
Upgrading the systems ultimately reduced redundant data and tool costs by approximately $500,000.

Implementing a Tool for Outlet Adds $2.3 Million to Margin

In order to increase revenue, the company needed to implement a technology solution that allowed for the localization of markdowns. Here a cross-functional team working with Scientists from Profit Logic .
As Outlet made its profit by promotions versus markdowns, no such markdown tool existed and the company had no experience in underwriting software development projects.
Personally asked the President for funds to research a proprietary-localized promotion tool with a solid business case and ROI. Secured $500,000 in funding for the prototype and sold the idea to all corporate brands. Implemented an integrated, localized promotion tool in less than one year from securing funding.
The tool paid for itself within the first year, providing the company with a $2.6 million upside to its margin.

Implementing the First Enterprise Data Warehouse Saves Hundreds of Thousands of Dollars

The multi-billion dollar company was running its entire business on Excel spreadsheets. Unfortunately, there were often inconsistencies in financial numbers and the CFO implemented a plan to review the numbers compared to the actual company financials.
Conducted industry best practices in order to implement the company's first enterprise data warehouse. Directed a large project to move the business away from Excel and into the enterprise data warehouse to conduct financial analysis and reporting. Generated accurate numbers that were used to improve decision making, while simultaneously improving the efficiency of business analysis.
The data warehouse system led to labor cost reductions in the hundreds of thousands of dollars.

Resolving Conflict Between President and CIO Helps Cut Required Man-Hours by 57%

The company needed to identify solutions to a Costing and Assorting requirement for the Merchandising, Production, and Planning business functions. However, differences of opinion on key criteria between the President and CIO led to significant roadblocks on decision-making.
Played a chief role in the attempted resolution of differences between the President and CIO. Brought both parties together to review the recently developed Costing and Assorting business case and ROI analysis. Obtained an agreement and worked closely with the legal team to develop the RFP and contract. Worked with Architecture to determine the potential fit for a vendor in the Corporate IT footprint.
The deadlock between the President and CIO was resolved, and the new system led to a 57% reduction to required man-hours.

Selling Executives on a New CRM System Reduces Costs by 35%

In order to identify merchandising strategies and recapture its customer base across multiple brands, the company needed to generate market basket information. The existing CRM program was obsolete, unreliable, and almost unsupportable.
Sold the CIO at the company and corporate level, as well as across four other brands on replacing the system. Developed the business case, ROI and cost analysis on replacing the system, as well as the business case and ROI strategy to the CFO and all CIOs. Utilized feedback from leaders and users of the old system to determine that a vendor would present the best solution. Worked alongside the legal department to write the contract, and led a cross-functional team to write the RFP.
The vendor's participation in code development reduced the company's contract costs by approximately 35%.