Susan Gould

I led the North America supply chain P&L spanning order management, demand planning, fulfillment, transportation, and DC operations while partnering with executive committee members to shape go-to-market strategy and exceed customer expectations. Through process efficiencies, strategic governance, and performance KPIs, I reduced 3PL expenses by 10% and improved overall service levels as well as financial performance.

I reduced warehouse expenses by 13% through significant operational efficiencies and cut chargebacks by over 72% through enhanced processes and compliance. I directed all fulfillment operations for a 40K sq. ft. owned distribution center as well as partnering with all global 3PL facilities, leading a high-performing team of 90+ across key logistics functions.

I led global S&OP and supply chain optimization across six regions, improving sales, gross margin, and inventory efficiency through strategic planning and supplier negotiations. I delivered an on-time, on-budget ERP implementation (Microsoft Dynamics 360 Business Central) while developing and mentoring high-performing teams across the US, UK, and APAC.

I oversaw forecasting and supply planning for 10+ brands, driving greater accuracy and cross-functional alignment. I also redesigned and standardized the S&OP process to improve collaboration, optimize inventory, and boost planner productivity across the organization.

I managed topside and location planning for a $900M Ladies’ apparel business, implementing innovative category and regional strategies that drove six consecutive quarters of sales and margin growth. I led a 21-member team in close partnership with GMMs and DMMs to optimize in-season performance and maximize profitability.

As the business expert, I redefined business requirements for the implementation of omnichannel allocation systems. As part of the project, I directed UAT process design and acted as subject-matter expert for system testing.

I successfully oversaw an $850M accessories business, achieving 17% sales growth over three years and exceeding plan by 10%. I also led a company-wide transformation of merchandise planning and allocation processes while building and retaining a 23-member high-performing team recognized for best-in-class results and engagement.