Strategy.
Growth.
Operations.

The problem. A shift in business direction required a different operating model, with Global Retail leadership moving from Baltimore to Hong Kong amid a 20% reduction in corporate roles.

What I did. Authored the five-year Global Retail strategy and redesigned functional responsibilities. Created job descriptions and cross-functional operating procedures so regional teams had clearer support and decision rights.

The problem. Cross-functional improvements needed a common way to define scope and coordinate decisions.

What I built. A project methodology covering problem definition, stakeholder discovery, RACI ownership, milestones, pilot testing and launch criteria. Paired this with a phased operations-improvement roadmap.

What it enabled. Leadership-approved tools gave teams a shared approach to execution and clearer accountability for moving initiatives forward.

Discovery Museum. Built revenue and visitor forecasts, with donor planning tools, to support annual business and funding decisions.

Cookie Department. Developed sales forecasts and cross-channel planning tools, connecting targets to execution priorities. The work provided a basis for regular review and adjustment.

The value. Practical forecasts and review tools helped leaders connect their ambitions with the decisions needed to run the business.

Commercial scope. Led market-entry and partner work across EMEA, with responsibility for an approximately $217M portfolio and support for 50+ store openings. The $1.3B is contractual agreement value, not realized revenue.

European master franchise. Helped develop the structure that enabled AEO’s EU re-entry, navigating the complexities of EU competition requirements. The framework connected a regional partner network with clear commercial and operating responsibilities.

India with Aditya Birla. Led market-entry work for the India launch. AEO announced the license agreement in September 2017; the first India outlet was announced in June 2018, after my AEO tenure ended.

AEO Kids with Fox Group. Oversaw development and launch of the concept with Fox Group in Israel, extending AEO into a new customer segment.

Saudi Arabia with Alshaya. Created a men’s-only AEO format that enabled additional locations in shopping centers that did not permit mixed-gender stores. Saudi Arabia was the only market for this concept. A format-specific opening count has not been established.

The problem. Rapid expansion needed an operating structure that could keep pace across markets.

What I did. Redesigned global retail responsibilities across regional leadership, store operations and development. Coordinated customer-experience priorities with marketing and creative teams, with oversight of a reported $49M operating budget.

The result. The fleet doubled in eight months. Career records also report a 25% year-over-year increase in sales per square foot.

The problem. The business needed a more deliberate approach to attracting customers and converting interest into sales.

What I did. Developed customer-acquisition and conversion strategies, supported by team training and recurring sales/KPI reviews. Work included a partner-referral program.

The result. The engagement contributed to a reported 33% revenue increase and a record sales month.

The problem. Stores across regions needed a coordinated way to reopen safely while local conditions changed rapidly.

What I led. Built executive go/no-go criteria and a regional rollout framework. Combined safety pilots with field training, operational readiness checks and risk controls across company-operated and licensed locations.

The result. Reopening supported an estimated $60M in revenue above conservative forecasts, based on career-reported internal figures. The program translated a global business-continuity priority into decisions and practical field execution.

Onboarding. Created management onboarding and global frontline training. Management onboarding was associated with approximately 10% lower turnover. Enterprise training and communications supported a network of approximately 1,300 stores.

Merchandise testing. Developed testing processes and clearer field guidance, contributing to approximately 20% better testing compliance.

Translation. Built an internal translation workflow for training and communications, reducing reliance on external support and generating an estimated $1M in annual savings.

Opening readiness. Oversaw the global new-store-opener program. The London launch included three flagships within three weeks, a hiring effort involving 200 employees and more than 1,000 interviews, and custom US training for 20+ UK managers.

Applying the same discipline to growing businesses. For Psycho Bunny, designed operating roles and workforce-planning tools alongside management onboarding and a phased improvement roadmap. For Cookie Department, implemented weekly business reviews and operating reporting.

The problem. A district of approximately 200 employees and $19M in annual sales needed stronger, more consistent performance.

What I changed. Established manager coaching and operating routines that made performance expectations and follow-through clearer. Led field execution through the Back to Starbucks transformation.

The result. District standing improved from approximately the bottom quintile to the top, with profitability across all ten locations.