The Operator Behind RiverHouse
Building inventory discipline inside scaling consumer brands.
Now installed inside yours.
RiverHouse exists because growing consumer brands treat inventory as an operational function when it is one of the largest capital decisions in the business.
Cash locked in the wrong SKUs.
Commitments moving without defined thresholds.
Working capital tightening while leadership stays focused on growth.
I kept seeing that problem from the inside and nobody was solving it structurally. RiverHouse was built to change that.
I did not start in planning. I started in stores.
Store manager, then multi-unit manager, then merchandising for men's and women's apparel brands. Years on the floor and above it before I ever built a plan. That is where I learned what an assortment does when it meets a real customer, what happens to a store when the buy is wrong, and how much of a merchant's judgment never shows up in a report.
Macy's came next, and it followed the same path. Merchandising Team Manager, then Group Sales Manager running Center Core: designer handbags, fine jewelry, and watches. The highest price points, the slowest turns, and the least room to mark down. Then Better Sportswear, Juniors, and Lingerie, with sales accountability and teams of up to 100 associates at peak.
Only then did I move into planning.
Men's Designer and Contemporary Collections came first, covering roughly 30 brands across up to 300 doors. Then District Planner for the complete Women's Ready-to-Wear line across 10 to 12 stores, making brand entry and exit decisions door by door and tailoring assortments to local size curves, color preferences, and cultural dress requirements.
Most merchandise planners come to planning through analysis. I came the other direction, from the customer and the merchandise first. That has shaped everything since.
From there, the work became increasingly focused on building the formal planning function where none had existed.
At adidas, I was the first formalized planning hire after eCommerce moved in-house, building open-to-buy and pre-season planning where neither existed.
At Rejuvenation, I grew an inherited $7M category to $30M and owned opening buys for five store launches.
At Nike, I worked on global demand forecasts.
At Blue Wheel, I built the planning function for a marketplace agency running 30 brands across Amazon, Walmart, TikTok Shop, and Meta.
At DIGGS, I built it again for a venture-backed pet brand.
Four times, I have built the formal planning function where none had existed. Each time, I also led the team that ran it afterward.
MACY'S
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adidas
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NIKE
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REJUVENATION
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TUFT & NEEDLE
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BLUE WHEEL MEDIA
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DIGGS Pet
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PIZANO-DELUCA FAMILY VINEYARDS
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MACY'S *** adidas *** NIKE *** REJUVENATION *** TUFT & NEEDLE *** BLUE WHEEL MEDIA *** DIGGS Pet *** PIZANO-DELUCA FAMILY VINEYARDS ***
Experience across department store retail, global apparel, home furnishings, CPG, high-growth DTC, Amazon, and multi-brand operating environments.
Open-to-buy ownership, assortment and lifecycle planning, marketplace inventory, and executive planning cadence across growth-stage and enterprise businesses.
Company names reflect prior employment history and do not imply endorsement or current affiliation.
