The Challenge

Thrasio is where goods become great. It is estimated that one out of every six households in the United States bought a Thrasio owned product in 2021. I was part of the team which was responsible for bringing products to market. I oversaw the ideation and creation of all marketing materials for products launched from Q4 2021 - Q2 2022 (~125 parent products). Unfortunately, during my time there, we underwent a reduction in force which pushed me into a new role where I would bring scalable processes and strategic oversight to all of Thrasio’s 200+ brands and over 40,000 products. I was part of a small, but nimble team who assembled and deployed the database of product records that would enable Thrasio to get back on the right track and weather the macroeconomic trends within the CPG space.

KPI's

• Oversaw the creation and ideation of go-to-market marketing materials for over over 125 product launches.

• Streamlined creative process to improve video throughput and increase efficiency

• Piloted a new creative intake process with important feedback loops which would become the backbone of Thrasio’s entire creative department in Q3 2022.

The Challenge

As the Ecommerce Manager at Opinel USA I was tasked with being the first eCommerce specific role within the company. I am responsible for managing the strategy, growth, development and digital initiatives of Opinel USA. During my time there I have been able to expand my knowledge of global brand developments, corporate partnerships and apply my knowledge of coding on a daily basis. As with any small, emerging brand, I wear a lot of hats and split my time between managing opinel-usa.com, Amazon, Online Wholesale Accounts and 3rd party marketplace relationships.

KPI's

• Single-handedly re-designed opinel-usa.com

• Completed a Menu Overhaul to optimize the website for conversion

• Overhaul and optimize customer service

• Negotiate a Mutually-beneficial 24 month plan to move away from 3rd party logistics and open our own fulfillment center

• Developed and sourced customization software

• Maintain an average growth rate of 90% YOY

The Challenge

While at Gear.com I enjoyed working with exceptional individuals who dedicated every moment to improving the online ecommerce experience and eliminating barriers to outdoor recreation. I'm proud of what we achieved, creating a referral/reward system that enabled us to donate thousands of dollars to organizations that empower diversity and growth in the outdoor industry. As the Global Marketing Lead, I managed a team of product specialists, brand partnerships, creative vision and performance marketing initiatives. While there I expanded my knowledge of brand development, digital merchandising, team management, company culture and profitability.

KPI's

• Grew the marketing team from myself as a sole contributor to a 10 person team in under 12 months.

• I managed a team of 8 product specialists (SEO, copy, gear heads), a merchandiser and sole customer service individual.

• Oversaw a period of hypergrowth, profitably growing the marketing plan from under $0 in monthly spend to over $35,000/mo in 12 months by harmonizing the mix of performance marketing, merchandising and customer retention tactics.

• Retained a team of dedicated employees through my entire tenure in the role, averaging less than 10% turnover YOY.

The Challenge

As the North American eCommerce Manager at POC I am responsible for cultivating a team of employees who can take POC’s online experience to the next level. I take pride in the fact that I can come to work every single day and meet the expectations of management, motivate my team, and provide avenues for personal and professional growth throughout the organization. Most recently, we rolled out our latest front-end redesign that optimized our website for performance, merchandising flexibility and improved our on-site/off-site funnel messaging.

KPI's

• Increase on-site conversion rate

• Manage a team of employees (I like to call them friends)

• Improve customer experience through operational improvements and on-boarding social engagement tools

• Improve gross-net percentage

• Sustain contribution requirements

• Improve inventory positions and streamline ecommerce cashflow

The Challenge

At DPS Skis I worked closely with the sales and marketing teams to track web commerce, develop a new digital presence and measure metrics detailing site performance. Doing so allowed us to execute our complex sales plan which drove sustainable growth across all consumer platforms. I’m proud to have worked side-by-side with some of the ski industry’s most disruptive opinion leaders who helped me develop a mindset of continuous improvement. This mindset allowed us to break free from industry norms, release innovative new products, streamline operational functions and improve employee growth opportunities.