The chaos: when I took over Lee men's, it was a $5M business with no clear seasonal rhythm — direction arrived late, teams reacted instead of planned, and the product told the customer nothing.

The system: I rebuilt the engine — elevated product, disciplined seasonal direction from research through buy meetings, a SKU plan built from the data for every season, and a 24-week design calendar that put Design, Product Design, Graphic, and CAD on one clock with Sales and Production. Fabric and wash innovation ran with R&D, laundries, and mills on a seasonal cadence instead of ad hoc.

The result: $200M in annual sales seven years later, an 87% adoption rate for Fall '24 assortments, and trusted-partner relationships with every major account. Lee's pending acquisition by Authentic Brands Group was announced in 2026, valued at up to $1B.