 Director of Color, Concept & Trend Brand (1987 to Present)
Established an overall clear color point of view for the entire brand by
capitalizing on market trend potential through “speed to market” action
plans, reinforcing season direction with heads of design of all global
divisions, and bringing leadership, direction and focus to the company’s
new pipeline process. Achieved by building staff and a process pipeline
for all preseason activities that allowed all color, print and fabric
development deadlines to be met. |
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Led the implementation of a clear creative brand message for all
Polo global design visions and markets. The direction gave teams
structure to use the same starting points and encouraged teams to
share and leverage ideas, resulting in brand ideas easily emerging
for the different market needs. Key outcomes included: |
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The season/brand had a focus and handle that could easily be
marketed to the customer |
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Improved customer appeal by90% by designing concepts in tune with
the cultural climate and trends. |
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Ensured brand consistency by creating a meeting format to
present concepts and color direction. This involved building a three
dimensional concept room showcasing the color palette, print and
yarn dye direction, silhouettes, fabrics and trims and conceiving
and initiating seasonal collaboration meetings with the heads of
design that addressed seasonal concepts and strategized brand
direction. |
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Reduced costs by $90,000 per season by creating an in-house user
friendly communication tool/ palette system for all 14 divisions
within Polo Global Design and Merchant Divisions. Key outcomes
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Increased productivity by 85% by allowing global design and merchant
teams to effectively make changes/updates to color points of view
during key phases of the development process. |
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Improved communication by 100%, with all teams communicated with
physical updates within 24hrs. |
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Improved productivity by 100% by building design teams that
supported seasonal and brand direction, resulting in each divisions
palette changes solved and updated within a 24-36 hour period.
Interaction among color and design was also improved by having teams
that supported and provided color communication to design and
merchants during their new pipeline work process and deadlines. |
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Director of Color Adult (2004 to 2005)
Played an integral role in defining new President’s vision and
management philosophy by providing fresh color point of view, season
color direction and mood, and creating streamlined efficient work
processes focused on customer delivery. Achieved objectives by building
team partnerships, injecting energy and optimism into team palettes,
establishing core colors, collaborating to build the new pipeline work
process and assisting teams during roll out testing. |
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Exceeded sales expectations by redefining the lifestyles of the
men’s customer. Partnered with the men’s team to develop strategy
and reestablish core colors for classification and lifestyles by
injecting energy and optimism into their palettes. Key outcomes
included: |
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Men’s business made plan in the Spring of 2005 for the first time
since 1998 |
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Stronger and exciting product color ranges, with improved team
understanding of color audience impact |
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Surpassed sales benchmarks by developing a new disk print based
on the original artwork/iconic Gap logo and driving conceptual
direction and co-branded products, resulting in a range of limited
edition products that customers identified with to celebrate Polo’s
35th Anniversary. |
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Delivered fresh color point of view for Polo women’s spring and
summer 2004 by creating a concept that was an optimistic take on the
fifties/futurism. Designs were well received and gained excellent
media feedback. Women’s Wear Daily wrote a cover story raving about
the new design teams 1st collection and color palette, commenting
extremely favorably on the brightness, freshness and trend. |
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Drove conceptual thinking for women’s summer designs by
executing an amazing range of layering tank tops which became the
focus for the summer advertising campaign and received phenomenal
sales results. |
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Director of Color & Research –Adult, Body & Accessories (2002 to
2004)
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Increased revenue by over $1.3 billion by re-introducing another
version of the crazy stripe concept for the holiday advertising
campaign (scarves, hat, gloves and bags). The brand sold like the
concept “crazy’ and was provided with an iconic pattern that
customers identified with. |
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Generated 11 months of competitive sales by creating clear,
inspirational and relevant concepts and color palettes for each
season utilized by adults and kids. Key outcomes included: |
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Transformed a declining brand to a strong color dominance by
creating emotional color stories and strong positive colors for each
season |
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Adoption rates in women’s and men’s were 85% above plan throughout
the year |
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Re-established Polo as a trend leader by creating an optimistic
color point of view for customers by establishing the pink trend for
spring 2003. Key outcomes included: |
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Exceeded ROI by creating a pink version of the mac coat with more
pop versions of the palette colours, which became and instant
customer favorite and caused a media frenzy |
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New York Times claimed Polo had initiated the season’s trend towards
creating the feeling of a happier time following 9/11 |
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Director of Color & Research (1999 to 2001)
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Exceeded revenue and ROI expectations by introducing the crazy
stripe in the 1999 holiday season concept direction. The crazy
stripe became the centrepiece for the 1999 holiday advertising
campaign and was utilized by the women, kids and baby team. Key
outcomes included: |
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Crazy stripe was Polo’s most iconic pattern and became one the most
recognized items in Polo history |
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Products were sold within weeks of hitting the stores, with huge
waiting lists for reorders. One UK store had a list of 1500 people
waiting for the scarf alone. |
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Received extensive positive media coverage worldwide on the scarf
and sweater.
Designer of Women’s Knits, Active, Swim & Intimates (1993-1999) |
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Grew women’s active business to $40 million within 3 years.
Designed and launched Gap women’s active line by entering the brand
into the performance tech apparel market. Over the next two years
the line was transitioned away from the workout gym lifestyle
towards an active/street denim lifestyle that could be worn easily
with jeans. The launch was a success and became the focus of Gap’s
spring and holiday 1998 campaigns. |
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Led the design and launch of Gap intimates and swimwear,
resulting in intimates growing into its own store concept and
swimwear receiving the largest editorial coverage for a summer
season product line. Overcame challenge of no experience in
intimates and swimwear by comprehensively researching the product
line and establishing relationships/partnerships with leading
industry leaders and vendors. |
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Designer of
Women’s Knits, Active, Swim & Intimates (1993-1999)
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Grew women’s active business to $40 million within 3 years. Designed and
launched Gap women’s active line by entering the brand into the performance
tech apparel market. Over the next two years the line was transitioned away
from the workout gym lifestyle towards an active/street denim lifestyle that
could be worn easily with jeans. The launch was a success and became the
focus of Gap’s spring and holiday 1998 campaigns. |
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Led the design and launch of Gap intimates and swimwear, resulting in
intimates growing into its own store concept and swimwear receiving the
largest editorial coverage for a summer season product line. Overcame
challenge of no experience in intimates and swimwear by comprehensively
researching the product line and establishing relationships/partnerships
with leading industry leaders and vendors. |
