Brett Warner

• Curate profile of brand identities inside of the Bozeman International Airport (BZN) and through Montana, including Whimsy’s Candy Co., NS Provisions, Montana Gift Corral, including BZN Market, all with specific merchandising and procurement requirements • Create merchandise planning tools and roles to ensure health of business in reducing 200% overspend on retail procurement • Added Marketing, e-Commerce, Photography, and IT teams under personal management to ensure proper alignment and collaboration amongst functions • Revamped merchandising team and methodology to align to current trends and retail planning standards • Rebuild SKU hierarchy and planning methodology to ensure items within chain are bought in cadence aligned to sales • implemented MSP organization for on-demand IT and networking needs • Full-scope implementation of restaurant POS from Aloha to Toast • Revamped warehousing and physical inventory process to align to industry standards and accounting protocols

• Source, develop, and create all primary and secondary packaging elements with B-Corp focuses of sustainability and social impact while maintaining the prestige and quality within the brand heritage • Responsible for all aspects of product merchandising outside of specific art and formulation inclusive of color matching, print specifications, finishing, pack-out, inner, master, shipper carton specifics • Build out merchandise planning, new product development, and package engineering teams inclusive of job descriptions, recruiting and hiring negotiations • Facilitate and re-build vendor relationships for cost-saving and timeline benefits as well as negotiate chargebacks and vendor compliance credits • Lead NetSuite implementation for all operations metrics inclusive of item master, procurement, 3rd party EDI interface, landed costing methodology, building of all BOMs, all from disparate and non-existent data sources • Expand sourcing network for constant reaction to lead times and internal constraints

• Cultivate productive relationships with vendors and factories in Asia to facilitate the production of a full line of infant and toddler hosiery, accessories, and travel products for private labels at Carter’s, OshKosh B’Gosh, Target, and Wal-Mart. • Navigate HTS code standardization and freight rate contract negotiation with the Inbound Logistics Director. • Coordinate the launch of new product lines: launched the Fruit of the Loom infant and youth hosiery and apparel program in Wal-Mart, Kohls, and Amazon, which nearly doubled Wal-Mart’s hosiery business. • Control incoming inventory (1800 twenty-foot-equivalent shipments annually), reducing inventory ownership and improving in-stock positions by SKU through forecast collaboration and targeted supply chain initiatives. • Partner with vendors and factories during all stages of trade war and COVID-19 crisis to optimize inventory positioning, reduce tariff related cost increases, and negotiate program discounts. • Identify and implement system improvements and process standardizations (e.g. landed cost strategies and systematic, manual warehouse receiving); reduced factory lead times by ~15 days. • Contribute to sourcing a new group of vendors in Vietnam, when moving from China due to tariffs; engage in sourcing diversity, and trade policy decisions.

• Oversaw full migration to JDE software suite from AS400 inclusive of SOW planning, implementation, UAT, and go-live; served as lead for the operations team. • Restructured planning team structure for more equitable workloads and better alignment to sales team personnel inclusive of hiring new team members. • Established a program to ensure accurate data between Centric PLM merchandising system and JDE Enterprise One, eliminating errors for EDI compliance. • Evaluated monthly forecasts for both owned and licensed brands to develop factory capacity plans for factories. • Served on the warehouse floor while formulating extensive in-person implementation strategies to streamline the migration of legacy Denver warehouse to two 3PL warehouses in Seattle during key product launches. • Designed a replenishment forecasting system and strategies for long-term programs with Wal-Mart, Target, and Kohl’s; maintained continual alignment with partners’ corporate plans.

• Built a team of planners from the original sourcing team and hired new team members. • Created all procedures and tools for planning within legacy systems (ACS/AS400), including forecasting and order processing. • Authored consistent training methodology and documents for various team roles. • Aligned objectives and bridged communications between previously disparate groups, rebuilding trust across internal teams and partners in Asia.

• Spearheaded global merchandising initiatives for an assortment of product lines, achieving $74M annual retail sales, 69.1% GM, and 3.41 annual turn. • Partnered with the visual merchandising team to build in-store product launch strategies, performing demographic and consumer research to ensure the product line is on-trend and market-ready. • Facilitated preseason and in-season sales planning: retail cost inclusive of timed exit strategies and closeout options. • Strategized all promotional plans (e.g. margin degradation planning) in alignment with marketing budgetary constraints.

• Drove bottom-up planning from SKU to build annual financial plans; secured $101M annual retail sales, 70.1% GM, and 3.51 annual turn. • Forecasted monthly for supply chain planning, resulting in the pre-season and in-season purchase of 1K+ SKUs. • Supported a global team of category planners by implementing the Oracle RPAS software suite and developing all retail planning tools in MS Excel.

• Constructed open-to-buy strategy for pre-season and in-season planning, resulting in $450M+ annual retail sales plan, ~42%GM, and 3.2 annual turn. • Conducted category, sub-category, class, and key item planning to build merchandise assortments and financial plans. • Collaborated with merchandising teams to develop assortment and vendor plans; attained store ranking by category for assortment allocation.

• Performed product assortment planning, including vendor collaboration for SMU product; drove $420M+ annual departmental retail sales plan, ~46%GM, and 3.5 annual turn. • Maintained contact with all major footwear brands regarding order maintenance and inbound timing. • Managed weekly and seasonal promotional items and applicable sales volume forecasting

• Aligned the buyer’s seasonal strategy to current on-order variances, building store rankings and product groupings for specific footwear category needs. • Led new store assortment planning and weekly sales reporting.