Business & Strategy
SELECTED WORK
THREE EXPERIENCES.
THREE WAYS OF THINKING.
CASE STUDY 01
MARC JACOBS
PRODUCT MERCHANDISING
MEN'S ACCESSORIES + RTW
JEWELRY + FASHION ACCESSORIES
GLOBAL MERCHANDISING
A PROGRESSION IN MERCHANDISING
My experience at Marc Jacobs developed through increasing levels of responsibility — beginning with product and development operations and expanding into global merchandising, category ownership and licensed business.
CAREER TIMELINE
01
BULK TEXTILE COORDINATOR
FOUNDATION
An introduction to product development — materials, product information, development details and the operational pieces required to move product forward.
02
GLOBAL ASSISTANT MERCHANDISER
MERCHANDISING + PROCESS
Moving closer to the business of merchandising — understanding product, customer, market and the decisions required to build a viable assortment.
03
GLOBAL MERCHANDISER
CATEGORY + BUSINESS OWNERSHIP
Broader merchandising responsibility across Men's Accessories + RTW and Jewelry + Fashion Accessories.
Working across:
Competitive Landscape · Pricing · Assortment · Customer · Sales · Product Development · Cross-functional Execution
04
GLOBAL MERCHANDISER — LICENSING
EXPANDED BUSINESS PERSPECTIVE
Expanding from core product merchandising into licensed categories and brand management.
THE MERCHANDISING CYCLE
01 / INSIGHT
UNDERSTAND THE MARKET
Competitive landscape
Customer
Market trends
Sales performance
Product performance
Pricing
Category opportunity
02 / STRATEGY
TURN INFORMATION INTO PRODUCT DECISIONS
Assortment
Product direction
Pricing
Category opportunities
Customer needs
Timing
Business priorities
03 / EXECUTION
CONNECT PRODUCT TO MARKET
DESIGN
↓
MERCHANDISING
↓
PRODUCTION
↓
SALES
↓
E-COMMERCE
↓
ALLOCATION
↓
OPERATIONS
The role required translating creative direction into product and business decisions while keeping customer, price, timing and execution in view.
04 / IMPACT
~40%
SALES INCREASE
MEN'S RTW + ACCESSORIES
During the relevant period, sales increased approximately 40% across the men's RTW and accessories business.
WHAT THAT TAUGHT ME
Growth rarely comes from one decision.
It comes from connected decisions around:
PRODUCT + ASSORTMENT + PRICING + CUSTOMER + TIMING + EXECUTION
supported by strong cross-functional alignment.
WHAT THIS EXPERIENCE BUILT
Marc Jacobs gave me the foundation to think about merchandising as more than product.
It taught me to connect creative vision, customer insight, competitive context and business performance — a perspective that later expanded into brand management, licensing, e-commerce and broader business strategy.
CASE STUDY 02
MARC JACOBS
BRAND MANAGEMENT + LICENSING
EYEWEAR + WATCHES
SAFILO · FOSSIL
MANAGING THE BUSINESS
FROM PLAN TO PERFORMANCE
My work across Marc Jacobs eyewear and watches expanded merchandising into a broader brand-management and licensing role.
Working with Safilo for eyewear and Fossil for watches, I was involved across the cycle — from planning and competitive analysis through product development, pricing, marketing, retail expansion, financial management and contract renewal.
THE WORKING CYCLE
01 / PLANNING
DEFINE THE OPPORTUNITY
Category planning
Business objectives
Market opportunity
Competitive landscape
Category positioning
Pricing analysis
Partner priorities
Product direction
02 / COMPETITIVE LANDSCAPE
UNDERSTAND THE MARKET
Competitive analysis informed decisions around:
Product
Pricing
Brand positioning
Retail presence
Category opportunity
Competitive launches
Market expectations
INSIGHT
A LICENSED PRODUCT STILL HAS TO FEEL LIKE THE BRAND.
03 / PRODUCT DEVELOPMENT
FROM CONCEPT TO APPROVAL
Product Direction → Samples → Review → Revisions → Approval → Production
Working with licensing partners through product development and sample approvals to ensure product remained aligned with brand direction.
04 / PRICING
BALANCING BRAND + BUSINESS
Pricing analysis helped position products appropriately within the competitive landscape.
The question wasn't simply:
WHAT SHOULD THE PRODUCT COST?
It was:
WHERE DOES THIS PRODUCT BELONG WITHIN THE MARKET, THE BRAND AND THE BUSINESS?
05 / SHOWROOM
BRINGING THE COLLECTION TO MARKET
Product readiness
Collection presentation
Showroom coordination
Partner communication
Sales presentation
06 / MARKETING
PLAN THE INVESTMENT
Marketing planning
Marketing budget
Marketing spend
Campaign coordination
Product availability
Press samples
Brand presentation
07 / RETAIL + NEW DOORS
EXPAND THE BUSINESS
Opening new doors
Retail account opportunities
Department-store presentations
Windows
Displays
Visual merchandising
Duty-free opportunities
Approvals for duty-free shops
08 / MARKETING + PRESS
CONNECT PRODUCT TO THE CONSUMER
Marketing campaigns
Press samples
Retail presentations
Product launches
Partner activity
Product needed to be available when the business was ready to tell the story.
09 / BUSINESS MANAGEMENT
MANAGE THE BUSINESS BEHIND THE PRODUCT
Accounts receivable
Accounts payable
Financial information
Revenue
Sales
Business performance
Partner activity
Contract management
Counterfeit reviews
10 / CONTRACT + RENEWAL
LOOK BEYOND THE CURRENT CYCLE
Reviewing the existing licensing agreement
Evaluating the business
Partner discussions
Renewal considerations
Future opportunities
Next-cycle planning
11 / FINANCE + EXECUTIVE REPORTING
CLOSE THE CYCLE
Financial and business performance was reported quarterly to:
CMO · CFO · CEO
Reporting included revenue and sales information and provided senior leadership with visibility into the performance of the licensed business.
THE BUSINESS MODEL
MARC JACOBS
↓
LICENSING PARTNER
Safilo · Fossil
↓
PLANNING
Market · Competition · Pricing · Opportunity
↓
PRODUCT DEVELOPMENT
Samples · Review · Approval · Production
↓
MARKETING
Budget · Spend · Campaign · Press
↓
RETAIL
Accounts · New Doors · Windows · Displays · Duty Free
↓
BUSINESS MANAGEMENT
AR · AP · Contracts · Counterfeit Reviews
↓
FINANCE
Revenue · Sales · Quarterly Reporting
↓
CMO · CFO · CEO
↓
NEXT CYCLE
Renewal · Planning · Future Opportunity
WHAT I LEARNED
Licensing changed the way I understood merchandising.
The product was only one part of the business.
I learned to think across the full ecosystem:
BRAND + PARTNER + PRODUCT + COMPETITION + PRICING + MARKETING + RETAIL + FINANCE + LONG-TERM RELATIONSHIPS
That expanded my perspective from product merchandising into brand management, partnerships and broader business leadership.
CASE STUDY 03
ADORAMA
BUSINESS + OMNICHANNEL MERCHANDISING
AUDIO · MUSIC · CONSUMER TECHNOLOGY
RIGHT PRODUCT.
RIGHT PRICE.
RIGHT CHANNEL.
RIGHT TIME.
THE BUSINESS
At Adorama, merchandising became a broader consumer-business exercise.
The product was only one part of the equation.
The work connected:
VENDORS + PRODUCT + PRICING + PROMOTIONS + INVENTORY + DIGITAL + MARKETING + SALES
01 / CATEGORY + VENDOR MANAGEMENT
BUILDING THE BUSINESS
Managing relationships across a broad portfolio of brands.
AUDIO
Shure · RØDE · Sennheiser · Audio-Technica · Sony · JBL · Bose · Sonos · Behringer · Zoom · Boss
MUSIC + INSTRUMENTS
Fender · Roland · Yamaha · Casio · Korg
CONSUMER TECHNOLOGY
Apple
02 / PRODUCT + ASSORTMENT
RIGHT PRODUCT
Managing assortment and stock availability while balancing:
Customer demand
Vendor relationships
Inventory
Category needs
Business priorities
03 / PRICING + PROMOTIONS
RIGHT PRICE
Working with Marketing weekly on promotions designed to sell through inventory while balancing customer experience and the bottom line.
04 / DIGITAL + CONTENT
RIGHT CHANNEL
Working with the Head of Website and content team to ensure products, pricing, promotions and launches were live and accurate.
05 / MARKETING
RIGHT MESSAGE
Connecting inventory, timing, vendor support, customer experience and business objectives.
06 / SALES + OMNICHANNEL
RIGHT CUSTOMER EXPERIENCE
WEBSITE
STORE
AMAZON
SALES
Keeping Sales informed and equipped while ensuring launches, pricing and promotions were aligned across channels.
07 / VENDOR INVESTMENT
TRUST BECAME A BUSINESS ASSET.
Building stronger vendor relationships created opportunities for additional marketing investment.
MDF
Secured additional Market Development Funds with partners including:
Shure · Bose · Sonos · Fender · Roland
VRA
Vendor Rebate Agreements
08 / BUSINESS IMPACT
GROWTH + RECOGNITION
During my tenure, my category/team delivered positive growth during a challenging period for the broader business.
My performance was recognized through a bonus and raise.
VENDOR RECOGNITION
SENNHEISER
The team received a trophy recognizing:
“HIGHEST GROWTH OF ALL TIME”
WHAT I LEARNED
Adorama expanded my understanding of merchandising beyond fashion.
I learned how directly merchandising can influence business performance through:
VENDOR RELATIONSHIPS + PRICING + INVENTORY + DIGITAL EXECUTION + MARKETING + OMNICHANNEL EXPERIENCE