The goal of this project was to simplify and consolidate the Nike brand through a comprehensive packaging strategy for apparel, footwear, equipment, and accessories. This involved conducting a global visual audit, identifying scope, unit costs, and forming a cohesive team. We developed a visual brand strategy and implemented a global packaging program. The outcome included driving visual merchandising strategies, creating an effective hangtag system, and establishing a Packaging COE for streamlined production. The process and guidelines are still in use today.

This project aimed to create a sustainable and seamless consumer experience for HOI doors for in store shopping bags, aligning with the desired concept's tone & voice. Despite challenges such as packaging being an afterthought, global inconsistencies in design and sustainability standards, and inconsistent processes and workflow, I successfully addressed them. I established a cross-functional team of key leaders and collaborated to develop a global process, resulting in a premium packaging toolkit for the opening of the HOI store. The success of this endeavor prompted a reimagining of retail packaging solutions, further emphasizing Nike's sustainability commitment. The strategy was expanded to incorporate design and messaging for other store concepts.

Our team developed a Sport Moment Packaging Platform, aligning it with the updated brand look and feel. By reskinning existing forms and introducing new materials, we optimized lead times and eliminated the need for extensive development and testing. This valuable service provided tailored solutions for internal marketing teams, supplementing campaigns and adding value to marketing objectives.

Successfully communicated Nike's Move to Zero Sustainable strategy through compelling narrative messages on tiered packaging. Introduced the sustainable message initially in the "HOI" House of Innovation Flagship store shoppers and later implemented it on all shoppers worldwide as stores transitioned from plastic to paper. Partnered closely with our Sourcing & Brand cohorts, who drove the transition for leadership buy-in while I dual streamed navigating legal guidelines and cleared operational challenges.

Collaborated with the National Sales Manager to develop seasonal line plans and sell in strategies for 15 national accounts aligning product assortments with each account's strategy and financial goals. This included identifying opportuieis to adapt in-line assortments and directly presenting the line to the accounts. The program grew to 20% of the apparel business at the time and realized merging of 3 points higher than planned inline goals.

Successfully revitalized an "at risk" facility at a university by streamlining processes and enhancing the overall facility experience. Originated a team of 12 similar campus facility leaders to align and enhance facility standards campus wide. Executed a $1.5M project for interior and exterior design/construction upgrades. Fostered subcontractor relationships resulting in successful outcomes over a period of 7 years.