David BUckley: in San Francisco, CA

• A Leading Role responsible for managing the Planning for all Canada Owned+Operated, ECom and Franchise Stores; an $85M and growing business. • Launched ECom channel for LS&Co Canada. Built ECom specific forecasting capabilities and specific cross-functional rigor. • Built planning structure and lead my team of 3 planners. I pride myself on my investment to a highly engaged team, enabling with the most advanced tools and setting clear expectations to drive ownership, questioning status quo, always nurturing strategic thought process and a high standard of execution. • Equipped my team with advanced analytics and push most advanced use of micro-soft and SAS AI capabilities. • Was a key enthusiast and adopter of the transition to WEBI reporting platform for all LS&Co retail. • Partnered with Finance to build AFP, followed-up with constant tracking of Country P+L and setting path to success. • Fed-back to country P+L with strategic channel plans to exploit maximum growth potential of all channels. • Represent my business as board-member of regional investment reviews with clear strategies to grow my broad and complex businesses. • Maximizing profit from rigorously pushing on price to recover and reflect currency pressures. • Lazer-focus on Big Ideas and category assortment initiatives. Align plans to exploit Brand Assortment Vision.

• A Leading Role responsible for managing the team of 4 Planners and 3 Allocators for US Mainline Stores; a $90M business. • Partnered with Brand and Finance to build MFP and AFP. Monthly reviews to track and set path to success. • Built channel and department plans to support maximizing both core value and growth categories. • Partnered with Brand Merchants to validate T-shirt business APS growth to apply at a global scale. • Gave visibility to BE to understand table productivity; validating "how we show up" decisions & deliver big Idea investments • Delivered business assessment presentations to steer Brand on opportunity as well as risk assessment (Shoes exit-strategy). • Trailed a mainline EDV expression to support the notion of untapped conversion opportunity Tested but knew when to stop. • Lead allocation thinking, strategy to robustly launch new product assortments and deliver higher in-stocks as well as sell-thru.. • Developed CFMS capability with ATK to validate missed sales (for Key Accounts) and give P&A drillable in-stocks insight.

• Managed the Planning process for 140 US outlet stores; a $400 M business. • Built seasonal buying plans for all departments. • Landed longer term promo and placement strategy to validate stretched T-shirt APS assumptions and buy into growth. • Partnered with Merch and allocation to execute strategic promo panning into value and 2for promos as well as reacting to liquidate inventory. • Invented the 3for !

• Set up planning capabilities for the Terrain business. • Partnered with financial management to Actualize and Project Terrain Monthly Sales and Margin performance vs Monthly Financial Budgetary Requirements. Reported findings and divisional opportunities to Board of Directors. • Managed Freepeople's Denim Assortment Planning and OTB to reflect seasonal strategy and sales reaction.

Responsible for the end-to-end process of financial planning, purchase budgeting, delivery, replenishment and stock liquidation of a £35M Retail business. • Negotiating with Financial Director to best achieve brand and subsidiary budgetary strategy. • Exploited density over performance and de-risked low profit stores whilst assisting in rent agreement negotiation and concession minimum guarantees. • Developed specific concession P+L assumption to appreciate their unique cost-base. • Directed buyers' segmentation of assortment to respect individual store context and sales mix potential. • Support £44M Wholesale business with financial Planning, business tracking and P+L impact of deal scenario's of Key Client Accounts. • Liaised with external suppliers of DIESEL Licensed product. Negotiating SoR and Terminal stock deals to maximize liquidity of stock. • Presented monthly reporting and in-season strategy to Finance and UK Directors; clearly defined current trend. • Present best / worst case scenarios to extrapolate implications for BTA. • Covered as Head of Retail for 5 months. Mentor for New International planners' induction to the role.