Andrew Cox: VP, Head of Merchandising in Denver, CO

• Lead all categories of merchandising, product development, and pricing across the enterprise to determine and deliver target sales, margin, and EBIT; co-owner of P&L • Source and develop new brand and marketplace partnerships to enable continued growth • Guide teams to be customer-focused, innovative, agile, and team-oriented by developing long-term vision and providing day-to-day leadership

• Lead Field Planning team (5 VP's and 5 Directors) to identify national, regional, and local business opportunities for Women's Shoes, Handbags, Jewelry, Watches, and Intimate Apparel ($4B volume) • Manage seasonal planning process to align topside and location plans, from target setting through final plan approval in order to drive improvement in sales, margin, and turnover

• Led all aspects of merchandise, assortment, and location planning strategy and process for areas of responsibility (Cosmetics 2014; Fragrances 2014-2015; Fine Jewelry 2015-2017) Key accomplishments: • Built and implemented pathbreaking "vertical" business model for Fine Jewelry; piloted in 2015 and launched nationally in all stores in 2017; Fine Jewelry has since been highlighted as strategic growth and focus area for the corporation on last 14 consecutive quarterly earnings releases

• Merchandise planning: long-range planning, pre-season planning, and in-season management of OTB (topside and by location) for omni-channel Cosmetics, Fragrances, and Intimate Apparel business • Demand planning: demand forecasting, replenishment, and allocation performance and order management for all categories of business at Saks (omni-channel) • Overall responsibility for $700M in annual sales volume and pyramid of 35 team members

• Managed planning cycle end-to-end (merchandise, financial, and assortment planning) for all areas of responsibility, with increasing levels of scope and influence over 3 years (Designer RTW 2010-2011; Men's and Home 2011-2012; added responsibility for Demand Planning 2012-2013) • Assumed additional responsibility for Demand Planning (replenishment and allocation) in Beauty, Men's, Home, and Intimate Apparel in April 2012 ($390M annual volume) Key accomplishments: • Evaluated and re-established overall Demand Planning strategic priorities and process to drive improved results, including increased replenishment penetrations, lower stockouts, and better fill rates • Led multiple process improvement initiatives: streamlined store transfer process, implemented shop capacity reporting to improve sellthrough, and improved vendor allowance submission process

• Created pre-season plans (topside and by location), managed OTB in-season, and conducted all adhoc and post-mortem analysis for $40M St. John business (St. John 2008-2010; Designer RTW 2010) • Added responsibility for second area in March 2010, including additional $40 million in volume across 8 vendors

• Led cross-functional projects to optimize merchant reporting and determined feasible solutions to ongoing systemic issues (EDI/ASN, UPC, PO, vendor setup, hierarchy) • Partnered with IT, Price Management, and Merchandise Accounting groups to maintain data and report integrity and to resolve problems with systemic updates