Work History

Retail Inc. 1991-2009
One of the world's largest specialty retailers operating five of the most recognized brandswith 3,100+ stores and fiscal 2008 revenue of $14.5 billion.
VP, Chief Information Officer, Outlet Division (2006-2009)
Recruited 12-member team and launched division's new IT group to manage all technology and business processes for $1 billion, 350-store Outlet Division.
  • $6.3 million annual savings achieved through reductions in staffing, operational costs, and complex financial reporting process.
  • Negotiated resolution to unapproved changes in vendor contract that saved $2 million.
  • Directed 97-member cross-functional team implementing Retail Suite, a $27 million investment.
  • Reduced manufacturing cost 23%+ by implementing Ariba, an online Spend Management solution never before used.
  • Increased customers reached and marketing campaign deliverables by more than 47% by implementingone-of-a-kind CRM system.
  • Saved $1.7 million by designing and implementing proprietary promotion pricing application.

Director, Sr. Director, (1991-2006)
Provided vision and leadership for 153-member staff of FTE and contractors overseeing development, deployment, monitoring, maintenance, and support of merchandising and supply chain software corporate-wide.
  • $1.3 million annual reduction in operating cost realized by restructuring data reporting process.
  • Implemented first merchandising enterprise data warehouse that streamlined business analysis, retired 1,000+ Excel spreadsheets, and reduced headcount by four.
  • Trained six senior staff members on capital / baseline budget management and when to insource and outsource projects.
C&Ld, 1989-1991
Formed by merger in 1957, then merged again in 1990, changed name in 1992, and merged in 1998 with a global professional services firm and the largest of the auditing firms.
Sr. Associate, IT Division
Defined business cases, assembled project teams, and implemented business process reengineering initiatives.
  • Recognized for delivering projects with some of the highest ROIs as the designated model consultant who wrote excellent business cases in partnership with clients.
  • Assigned customer relationship manager for 75% of clients due to excellent customer relationship skills and on-time service delivery.
  • Improved estimating of project deliverables by training junior consultants on process reengineering methodology and project management.