PURCHASING & INNOVATION LEADERSHIP IN THE FASHION INDUSTRY VALUE PROPOSITION Ignite growth by integrating the voice of the customer into sourcing and by putting the power of innovation into products/the whole value chain. SUMMARY A highly accomplished business leader who excels in establishing teams and managing change/reorganizations that enhance procurement, inventory management, production, and product quality for regional and global product distribution. Optimizes profitability by astutely controlling multimillion-dollar budgets and implementing strategies and process improvements that reduce cost by rationalizing and streamlining supply chains and supplier networks. Provides leadership in building and mentoring high-impact teams while cultivating organization-wide collaboration.
Advice in fabric and lace raw material for film costume supervisor.
QUALITY CONTROL, SUPPLY CHAIN, SUSTAINABILITY AND COMPLIANCE DEPUTY DIRECTOR Quality, sustainability, compliance and R&D management in the textile sector with specific products dedicated to leather goods and technical and luxury footwear.
Product, raw material, merchandising advisor for three new start up in fashion and accessories.
A luxury fashion brand known for its skiwear and dawn jackets that is headquartered in Milan with regional offices and manufacturing operations worldwide. Company operates in both retail and wholesale channels. RAW MATERIALS PURCHASING AND R&D DIRECTOR Led 12 personnel and controlled a €12M budget for both R&D and procurement operations. Planned and managed purchasing of all raw materials for samples, including fabrics, trims, furs, and embroideries. Complete raw material research while driving regulatory compliance. Managed relationships with suppliers. SUPPLY CHAIN OPTIMIZATION: Organized and managed raw material samples in order to decrease lead time on raw materials delivery and enhance relationship between procurement and production. •Increased on-time raw material delivery from 51% to 78% through staff training and rationalization of raw materials quantities and suppliers; grew the vender count 25% for quality critical articles. •Built and encoded a quality control system for raw materials, improving quality ratings from 35% to 90%. •Introduced four new fabrics for infant and children's lines, substituting the new products for ongoing fabrics.
A luxury fashion brand with garment production ranging from Haute couture to Pret a porter and sportswear for women and men. Retail and wholesale distribution totals more than €2.3B revenue per year. Company is based in Milan with regional offices and manufacturing plants worldwide.
An Italian textile manufacturer involved in wool textile production, fashion, and non-women products, serving consumers in Europe and Asia. Company is headquartered in Valdagno (VI) with regional offices in Europe and China and manufacturing plans in Italy, Czech Republic, Egypt, and Lithuania. RAW MATERIAL PURCHASING DEPARTMENT DIRECTOR Directed six team members while administering a €45M budget for the purchasing of raw materials. Oversaw R&D, procurement, quality control, and production functions, working in Australia and New Zealand with wool brokers and suppliers also. Led development of new types of raw materials, increasing quality for new and existing products. CHANGE MANAGEMENT: Revamped raw material (wool) supply chain to expand from a low-quality mass market offering to a medium and luxury-market offering. Turned around a €9M loss to €4M in profitability within one year. •Implemented market/business strategy to optimize cost and increase material quality. •Provided leadership transforming the organization and management of a combing mill in Italy and spinning mill in Czech Republic; enhanced operational efficiencies and throughput. •Transformed industrial and technology organization to enhance procurement of new raw materials; oversaw employee training on new features and methodologies. QUALITY ASSURANCE & CUSTOMER SATISFACTION: Headed an industrial reorganization of the mills to reverse low quality and underperforming results, creating a high quality and productive operation. •Set the benchmark in best practices among competition, enhancing both equipment and processes. •Led improvements in plant management while coding maintenance of machinery to prevent downtime. •Oversaw training and coaching of employees to cultivate a customer-focused culture, improving customer satisfaction index from 20% to 80% while lifting productivity by 20%.