OROTON
Head of Buying
2023 – Present · Sydney
CALVIN KLEIN / TOMMY HILFIGER
Global Senior Merchandiser
2017 – 2022 · Amsterdam
Alexander Wang
Merchandiser
2014 – 2017· New York
Oroton Outlet Apparel Launch
Led the end-to-end creation of a new growth vertical designed to unlock incremental revenue while protecting mainline brand equity. We identified a core segmentation opportunity between our loyal mainline customer and a broader "Value-First" market. To do so we:
Defined the full product lifecycle, from pricing strategy and supply-chain modeling to the initial store rollout.
Developed a new logic that enabled clearer segmentation between mainline and value-driven ranges.
The Result > we delivered a highly successful trial launch in week one, with a long-term strategic roadmap for a +$30M scalable business.
Revitalized the apparel category through refined option planning and clearer "end-use" segmentation for the customer.
Our key focus was to implement a disciplined core collection strategy, more focused product story telling, a renewed product hierarchy and attribution strategy and tighter markdown controls to improve revenue quality.
What we achieved was +92% YoY growth in apparel and a +13.6% increase in ASP for Accessories, significantly improving total margin dollars.
Category Turn Around
Global Assortment Architecture at PVH
Directed a unified global product strategy across Europe, Asia, and the US to ensure brand elevation and visual consistency during a critical phase of global expansion.
Engineered a centralized assortment framework that balanced global brand DNA with specific regional market requirements.
Implemented a rigorous SKU optimization process to streamline the collection, reducing fragmentation and improving operational lifecycle management.
Partnered closely with Global Design and Innovation teams to translate high-level concepts into scalable, commercially viable product stories.
Successfully synchronized global product launches across three continents, achieving a more disciplined pricing architecture and significantly improving inventory efficiency through strategic SKU reduction.
Re-engineered the group’s product hierarchy (Bags, Apparel, Accessories, Men’s) to solve for reporting inaccuracies and inventory fragmentation.
Through engaging the wider product teams, we developed and tested a new logic that enabled clearer segmentation between ranges and more focused product to customer narrative.
Through more accurate reporting and internal narrative we were able to improve sell-thru and reduce stock duplication across channels, these structures were then adopted by the wider business to further data effeciency.