World leader in cloud solutions, SAAS, AI & database technology and industry solutions.
ORACLE CORPORATION
SR. DIRECTOR OF
PRODUCT & STRATEGY
· Strategically directed the research and business case development for Oracle's entry into the small to mid-sized government ERP market, conducting comprehensive assessments of Oracle products to identify market opportunities.
· Led the Agile design and development process, successfully bringing a new ERP solution to market in less than 24 months and securing the first 20 customers within the first 12 months.
· Directed the effort to design and build a complex government payroll solution in under 12 months, with the first five customers going live within six months of launch.
· Designed a fast-track implementation methodology to streamline ERP implementations, significantly reducing client pain points and lowering the total cost of ownership.
· Led the assembly of a high-performing team of product managers, industry experts, and engineers to design and develop a tailored industry vertical solution of NetSuite for local government entities.
· Crafted and executed a go-to-market (GTM) strategy, successfully launching the new solution and securing the first 40 customers within a competitive landscape.
· Oversaw the establishment of a dedicated business unit, which included the formation of a solution consultant team, support team, and professional services team, ensuring seamless implementation and customer satisfaction.
· Facilitated cross-functional collaboration across Oracle's business units and NetSuite, bridging operational gaps and paving the way for the development of new verticals, enhancing overall product offerings.
2020 - PRESENT
TRAIL APPLIANCES LTD.
HEAD OF DIGITAL PRODUCT STRATEGY
2019 - 2020
Deliver the online vision taking a traditional business into the ecommerce and digital era.
Execute cohesive ecommerce and omni-channel strategy across a multi-owner company
Fully own the online strategy from inception to execution, engaging cross-functional stakeholders to drive strategic success through all channels.
Continuously improve the online customer experience by leading with a customer-centric philosophy and maintain a suite of KPI’s with a lens to customer engagement and satisfaction.
Oversee the management of third party vendors, lead the website operations and development team to identify and build new features, operate ongoing website content updates, and optimize conversion.
Prioritizing customer journey above all else, identify, develop, execute and content creation focused on driving traffic growth via organic search, social networks and other channels.
The Dufresne Group is one the largest independent regional furniture chains in Canada. Operating over 41 home furnishings locations under the banners Ashley Homestore and Dufresne. In addition, the Largest Independent Dealer in Manitoba and North Western Ontario for such famous names as: Palliser, Décor Rest, Maytag, Serta, Sealy and Ashley. Privately held, 4,000+ employees.
Responsible for the development and execution of revenue-generating strategies and execution of programs for the online and brick & mortar channel to reach and drive traffic and conversion on a local, regional and national scale.
Leads a team of marketers, analysts, online strategists and creative designers responsible for bringing to life the position of each brand (Dufresne, Ashley Homestore) through go-to-market strategies and tactics, including customer insights, segmentation, promotion planning, content development, and channel strategies.
Determine the look, feel and positioning of each brand, in collaboration with the brand leader, and will work across the organization to ensure proper presentation, messaging and delivery of the brands position through traditional and digital marketing, promotions, and awareness and adherence to brand standards compliance.
Saving lives was the most powerful of the reasons I chose Safariland. The challenges, the projects, and the opportunities to make a marked and significant difference in the Safariland world was the reward.
The mission was to transform a 50-year old brand’s identity while honouring the value and endurance of its legacy while creating a direct to consumer channel and moving the brand into a future directed entity. The goal was to project to the outside world all the passion felt on the inside at Safariland. (Check out the Spotlight on Safariland)
Direct and provide executive oversight to internal teams, contractors, and external partners for B2B and consumer facing marketing activities across all channels.
Provide strategic direction for consumer marketing triangulating digital advertising, social media, content and influencer marketing. Create and execute a B2B strategy to modernize traditional marketing.
Full P&L responsibility for global e-commerce and B2B portals. Marketing budget and metrics oversight for all Safariland Group companies.
Leadership partner assisting with 10+ business acquisitions – due diligence, integration strategy and execution.
Conduct and analyze market and data-driven research to support brand and operational strategies, planning and decisions. Define a KPI framework to measure the effectiveness of every program throughout execution, provide guidance for overriding strategies, changes and improvements.
Highlights:
Brand Architecture Restructuring project, consolidating 32 brands under 6 leading brands. Successful rebranding and modernization of a 50-year brand, revealed in 2019.
Build out of content development infrastructure to pivot traditional marketing into digital/social platforms. Exponentially grew an organic social and influencer base directly affecting customer engagement, traffic and revenue, without buying followers.
4X growth of the direct to consumer channel and the re-platforming of four key business commerce sites. Top and bottom line margins 3X the B2B channels.
New Product to Market Project for police body cameras and software solutions, defining the process around quality assurance, customer acceptance, and marketing.
Implementation of a direct to agency portal site resulting in winning the second largest agency uniform contract worth several million.
2025 Project, assessing future decision makers, demographic and socio-ecomonic shift to recommend how to morph the business to continue to be the market leader.
At lululemon, I enjoyed a diverse career in technology, merchandising, and ecommerce. When I joined lululemon, the company had just brought in the first round of Venture Capital investors. In need of a complete overhaul of the business systems, I joined the company to implement Retail ERP, WMS and POS technology. After going public, I was invited to move over to the business side to run the company’s forecasting and inventory planning and then spotting my true calling in Ecommerce, took on the leadership of building out an in house operational unit to drive online revenue.
DIRECTOR ECOMMERCE
Led the strategy for online channel initiatives, managed full P&L, in-house teams, vendor resources, and cross functional relationships. Developed digital marketing strategy for guest experience and customer acquisition.
Successfully undertook a major project to move Ecommerce in-house with a six-month deadline. Developed merchandising, photography, IT and operational team and business processes to launch on time and on budget.
Oversight of merchandising, analytics, FP&A, content production, inventory, customer service and distribution teams, with direct and indirect reports. Created a data driven unit managing to KPI’s.
Strategic implementation of marketing and digital technology projects to grow online audience and awareness to a million visitors a day. .
Highlights:
212% increase in revenue from 2009 to 2010 with a net contribution margin of 33% in an outsourced model
141% increase in unique visitors and conversion rate increases from 2.0% to 2.5%
Shopping cart abandonment rates decreased from 30% to 25% slightly below the industry average of 27%
HEAD OF (VP) MERCHANDISE PLANNING & ALLOCATION
Strategic and tactical oversight of the company’s forecasting and inventory planning. Worked with Merchants and Finance partners to develop the seasonal Open to Buy plans. Production and presentation of the Monthly OTB reports for CMO, CEO and Board of Directors' approval.
Researched market trends to identify and mitigate potential risks and capitalized upon potential market opportunities. Core Market project to grow and fund the US stores with specialized assortments.
Mentored and developed planning team skills in conducting analysis of sales forecasts, margin performance, and historical data use to plan immediate strategies.
Highlights:
Developed and nurtured a core market strategy to build momentum in the US Market. Conducted R&D sessions in local markets to gain valuable consumer feedback to feed into the community group.
Gained approval from the Board to buy into a clogged OTB and invest in inventory in a recession. The result was positive comps in a period when all retailers were experiencing negative comps.
Board approval for a four-corner outlet strategy to reduce clogged inventory, as an alternative to a markdown strategy.
Produced 9% comp increases while decreasing stock levels by 30%
Achieved a 49% Gross Margin while controlling markdowns and S&GA
EPS increased by 49% and exceeded financial targets by 18% in a recessionary year
DIRECTOR OF technology
Spearheaded complete overhaul of all business technology from supply chain to merchandising, to front of store, to finance.
Provided guidance and mentorship to a large team of in-house and vendor resources to execute all programs on time and on budget in a rapidly growing environment.
Cross functional business process development for newly formed merchant, planning and allocation departments.
Worked with cross functional partners to implement a third party ecommerce project, which quickly exceeded revenue expectations.
Highlights:
Implemented new ERP, Merchandising, POS, BI Tool, Allocations and OTB planning tools in a fast pace environment under extreme pressure to modernize, on time and on budget ($12M).
Built a team of 40 high performers and a vendor support network to take lululemon from 25 stores to 110 stores.
Integrated SOX-compliant policies and procedures governing project reporting, quality control, and documentation to meet public requirement deadlines.
Canada’s Largest Sports Retailer operating 10 corporate and franchise banners, annual revenues of $1.2 billion. Led strategic and tactical business solution initiatives and ensure quality throughout all technology systems.
Functioned as a project leader for enterprise strategic projects with combined budgets just over $20M, in addition to staffing and managing a project quality department.
Championed implementation of improved testing and QA processes, leading to development of a test lab and utilization of third party analysis tools to increase quality of software.
Established SOX compliant policies and procedures for project documentation, quality control and project documentation.
Highlights:
Replacement of Core Merchandising Solution with JDA's Portfolio Merchandise Management
Led a team of 40 consultants, developers, and business analysts executed the implementation with minimal disruption in a 9-month time frame coming just under the $6M budget.
Automated Distribution Centre – Move to a new 400,000 sq. ft distribution facility in addition to implementing a new put-to-light system with automated conveyance systems.
Point of Sale – 125 store POS software/hardware rollout. Project team of 17 analysts, consultants and technical support staff executed the project on time and budget of $4M.