Michael Overton

Responsible for mentoring and directing staff, trading companies, mills, and factories. I lea.d the establishment of a dynamic global operations division, driving significant growth and efficiency. • Oversaw production and sourcing for $110M in imported sales and $45M in domestic clothing. • Negotiated international fabric sourcing and logistics, reducing operational costs by 35% in Korea and 25% in the U.S. • Cultivated strong relationships with key accounts, achieving a 90% on-schedule ship rate and a 3% damage ratio. Significantly increased morale and loyalty with accounts, facilitating 90% on-schedule ship, less than 3% damage ratio, and a decrease in cost by 15%. ▪ Sourced fabrics and trims internationally, fiercely negotiated costs and freight logistics, and managed production and vendor relationships. ▪ Accomplished a massive increase in business from $35M to $210 million annually. ▪ Established and structured key accounts including: Wal-Mart, Target, American Rag, Mejiers, Macy’s, Costco, Kohl's, and The Gap. Men’s, Boys’, Girls, Jr. Contemporary, Plus Sizes. Men’s Warehouse suiting. ▪ Drastically reduced operational cost by 35% in Pakistan, Bangladesh, India, Cambodia, Vietnam, and Indonesia offices, and factories.

Responsible for mentoring and directing staff, trading companies, mills and factories with essential direction and advice on effective integration of opening and operation offices throughout Asia/Southeast Asia. Lever-aged extensive expertise in merchandising, patternmaking, pre-production, sourcing, purchasing, and pro-duction coordination tracking, QC, Q&A, and logistics/C-TPAT. Boot Barn, True Religion, Roots, SSD/Universal/Disney, Rivian and Allview. Men’s, Women’s, Boy’s, Girl’s, Jr., Contemporary, Plus Sizes, activewear, lifestyle products, RTW, Functional Apparel and Acessories. ▪ Collaborated effectively with US manufacturers and factories to build long-term business relation-ships by making routing guides based on needs to balance business and agreements in concise verbiage. ▪ Cut US offices by over 45%, Added Southeast Asia offices by 65%, and restructured offices throughout Asia, adding more Merchandisers/Sourcing Fabric and Trim, Q/C’s and QA Managers. ▪ Effectively reduced pricing by 15%, resulting in delivery schedule improvements of over 15%. ▪ Decreased charge-backs by 75% resulting in 15% more on-time payments and drastically im-proved partnerships. ▪ Solidified 85% less failures on FRI audits, CTL approvals, color-readings from spectrophotometer, and CAPS from accounts; by adding protocols and procedures through collaborations with manufac-turers and factories, ensuring compliance through signed agreements.

Accountable for providing global manufacturers, trading companies, and factories with essential consultations and advice on effective integration of opening and operating offices throughout Asia. Leveraged extensive expertise in merchandising, patternmaking, pre-production, sourcing, purchasing, and production coordination tracking, QC, Q&A, and logistics/C-TPAT. Target, Lunada Bay, Kohl’s, Macy’s, Wal-Mart, Sam’s Club, NOBULL and Costco. Men’s, Women’s, Boy’s, Girl’s, Jr., Contemporary, Plus Sizes, activewear, lifestyle products, RTW. ▪ Collaborated effectively with US manufacturers and factories to build long-term business relationships by making routing guides based on needs to balance business and agreements in concise verbiage. ▪ Cut US offices by over 15%, Asia offices by 25%, and restructured offices throughout Asia, adding more Q/C’s and QA Managers. ▪ Effectively reduced pricing by 10%, resulting in delivery schedule improvements of over 13%. ▪ Decreased charge-backs by 75% resulting in 10% more on-time payments and drastically improved partnerships. ▪ Solidified 25% fewer failures on FRI audits, CTL approvals, color-readings from spectrophotometer, and CAPS from accounts; by adding protocols and procedures through collaborations with manufacturers and factories, ensuring compliance through signed agreements.

Seamlessly directed the entirety of Product Development for factories and trading companies for the organization throughout multiple accounts. Associated with clients such as: QVC/Nordstrom/Nordstrom Rack, Disney, and Soma. Established the development, pattern-making process, technical design, production, QA & QC, packing and finishing, as well as loading of cargo to ship. ▪ Created a culture of effective and collaborative communication between departments by evaluating the processes between divisions and established more efficient communication protocols and procedures; as a result, costs were received by sales every week versus monthly, PP/TOP and photo samples were turning in 3 weeks versus 6 weeks and were finalized in a maximum of 2 fits vs 3-5 fits. ▪ Established new, more efficient processes and protocols for the development and production of trading companies by removing some factories that were not compliant and efficient. ▪ Streamlined a process to add a more productive set of factories, increasing by 5 additional highly-productive and efficient locations. ▪ Successfully cut costs by 30% and life-cycle time from 120 days to 60-90 days. ▪ Meticulously graded every factory to ensure a safety adherence above a C grade. ▪ Recognized for extensive reorganization process to ensure trading companies were properly allocating product based on factory capabilities which resulted in quality for each individual item coming out correctly in both samples and production, prices stabilized by 12%, turn-around time increased by 25%, and relationships between production and sales drastically improved.

Accountable for providing global manufacturers, trading companies, and factories with essential consultations and advice on effective integration of opening and operating offices throughout Asia. Leveraged extensive expertise in merchandising, patternmaking, pre-production, sourcing, purchasing, and production coordination tracking, QC, Q&A, and logistics/C-TPAT. Target, Kohl’s, Macy’s, Wal-Mart, Sam’s Club, and Costco. Men’s, Women’s, Boy’s, Girl’s, Jr., Contemporary, Plus Sizes, activewear, lifestyle products, RTW. ▪ Collaborated effectively with US manufacturers and factories to build long-term business relationships by making routing guides based on needs to balance business and agreements in concise verbiage. ▪ Cut US offices by over 15%, Asia offices by 25%, and restructured offices throughout Asia, adding more Q/C’s and QA Managers. ▪ Effectively reduced pricing by 10%, resulting in delivery schedule improvements of over 13%. ▪ Decreased charge-backs by 75% resulting in 10% more on-time payments and drastically improved partnerships. ▪ Solidified 25% fewer failures on FRI audits, CTL approvals, color-readings from spectrophotometer, and CAPS from accounts; by adding protocols and procedures through collaborations with manufacturers and factories, ensuring compliance through signed agreements.

Responsible for inspiring solid relationships with major accounts such as Wal-Mart, Target, JCP, Kohl’s, Neiman Marcus, SFO’s and trained staff appropriately in U.S. and Asia offices. Kids, Juniors, Plus Sizes, and Missy and Petite. ▪ Drastically improved account relationships and trust for major accounts within 1.5 years. ▪ Challenged staff members to develop out-of-the-box thinking to improve product procedure effectiveness and efficiencies through a complete reevaluation and restructuring of the Shanghai and Vietnam offices. o Within less than a year, consistent reports were issues weekly to the U.S. office and accounts. Resulting in development and bah meetings on schedule 95% of the time, PP/TOP samples on schedule 90%, and compliance issues reduced by over 70%. ▪ Significantly decreased charge-backs by over 25%, increased deliveries on schedule 80% of the time from original delivery agreements, and increased orders due to reputation and confidence in product offerings and branding. ▪ Greatly improved an issue of overhead cost in both U.S. and Asian Offices by evaluating, vetting, and restructuring the staff members, closing an office in Vietnam, consolidating 2 offices, reducing office staff, purchasing, QC, Warehousing, and Technical design by 15%.

Led initiatives for evaluating and implementing processes and procedures for staff in both the U.S. and Shanghai offices of a private label clothing manufacturer with $180M in annual sales. Controlled projections, ran projects, and ensured that mills prep and hold yarns were at cost until Purchase Orders were issued. Negotiated directly with mills rather than trading companies to reduce costs and third-party involvement. Narrowed raw materials needed to build quantity and to maximize profit. ▪ Recognized as an integral member in the registering, establishment, and opening of a Shanghai office with a “Chop” to conduct business as a Chinese Trading Company, allowing the ability to pay and deal directly in Yuan/RMB, having staff as direct-employees versus 3rd party contractors. o This resulted in a stable and loyal team of employees which averaged over 6 years of tenure, a very low turn-over rate, and an increase in efficiency by over 20%. ▪ Remarkably achieved 10% reduction in material cost ▪ Established better terms on payment with consumers and vendors, offering Net 30 to Net 90 ROG based on program business. Established and structured key accounts including Lane Bryant, Maurice’s, Belks, Target, Wal-mart, Kohl’s ▪ Considerably reduced operational overhead in U.S. office including coordinators, production, purchasing, sourcing, warehouse, merchandisers, pattern-makers, tech-design, Q/C, and Q/A, by 60%. ▪ Significantly increased staff in the Shanghai office from 12 to 43 in just 3 years.

Successfully built an entire division from scratch from a factory to a trading company with locations in Central America, Mexico, Asia, Korea, Cambodia, Laos, Bangladesh, Pakistan, and India, to a U.S. Manufacturer. Managed the production, development, and sourcing of $110M per year in imported sales and $45M a year in domestic, private label clothing in women’s denim, knits structured suiting. Oversaw 43 staff members in multi-functional departments including design, technical design, pre-production, production, and shipping, as well as 21 employees in the factories. ▪ Significantly increased morale and loyalty with accounts, facilitating 90% on-schedule ship, less than 3% damage ratio, and a decrease in cost by 15%. ▪ Sourced fabrics and trims internationally, fiercely negotiated costs and freight logistics, and managed production and vendor relationships. ▪ Accomplished a massive increase in business from $2M to $110 million annually. ▪ Established and structured key accounts including Wal-Mart, Target, American Rag, Justice, Macy’s, Costco, and The Gap. Men’s, Boy’s, Girl’s, Jr. Contemporary, Plus Sizes. Men’s Warehouse suiting. ▪ Drastically reduced operational cost by 35% in Korea offices and 25% in U.S. offices.

Fashion Design, Patternmaking and English