Director of Finance Planning and Analysis

Project Management

•   Oversaw pre-season planning and in-season inventory management for Gap Inc. business division worth $780M annual
revenue. By optimizing planning focus between pre-season planning and in-season inventory management, this division
had the greatest performance versus LY for Q1 and Q2 of 2015.
•   For a large auto part company, significantly improved the Sales & Operations Planning function by defining agreed
upon cross-functional KPI's and processes to continuously measure success of the S&OP process.
•   As Planning and Inventory manager (Rip Curl), responsible for total business of $150M in annual revenue, contributed
to total business comp growth of 15%, 13%, and 17% in FY 2012-13, FY 2013-14, and FY 2014-15 respectively.
•   Improved Rip Curl US full price retail stores to a 2.8 inventory turnover in FY 13-14 from a 1.9 turn previous year.
Drove yearly sell through to 76% vs. 62% previous year, and achieved top-line comp growth of 13% in same year.
•   Extensive SKU productivity and rationalization for a leading footwear brand resulting in reduced overall SKU count in
Spring 2012 by 20% (in Men's footwear), while achieving comp margin dollar growth of 12.3% versus previous year.
•   As a direct result of my contributions to a nation-scale internal initiative for a publically traded, international
management consulting firm, amassed subsequent revenue of 3.86M (across a 5 month period) for direct
leads/businesses/contacts I personally developed and materialized.

• Returned to Spacehedge; resumed responsibilities for all financial planning function
• Heavily focused on business development; working in an "all hands-on deck" manner to ultimately close deals with C-
Suite/Executive level potential buyers
• Responsible for creating custom pitch decks and financials per potential economic buyer and playing a key role in all
meetings/presentations including initial communication line

Part of a 6 person "revenue" team; responsible for generating 4M in annual revenue across a defined patch of relevant
businesses in Orange County. Generated revenue through deploying consultants at cliental organizations across (nearly) all
RGP "service lines" - AKA, departments of an enterprise: Accounting/Finance, Legal, Information Technology, Human
Resources, Governance/Risk/Compliance/M&A.
• Contributed to multiple project manager-led internal initiative projects to support total company growth on national level.
Teams consisted of internal RGP employees across the country that have been nominated by their superiors for having an
outstanding skill set that corresponds to the needs of a given project. Leveraged for my background with Analytics and strong
excel acumen & problem solving ability. Required applying skill set in a multitude of ways on an ad-hoc basis; consistently
provided significant quantifiable contribution to the project objective.
• As a part of a highly visible, marketing-supported internal initiative to grow our market penetration in our 'Transaction
Advisory" (Mergers and Acquisitions) service line, made significant contributions by direct business development efforts. As
a result of my sole initial efforts, as of June 2018 have amassed subsequent revenue of 3.86M (across a 5 month period) for
direct leads/businesses/contacts I developed and materialized personally.

Director of Client Development

• Member of small "tiger" team developing innovative application/system for amusement park industry
• Responsible for all financial planning function associated with business plan development and investor pitch decks
• Responsible for developing financial projections and models to ultimately monetize the business model, including detailed
scenario analysis
• Generated critical leads and established line of communication with C-suite potential economic buyers; participated in pitch
and worked in a multi-faceted way to ultimately close deal.

• Lead the demand planning department- responsible for demand planning/forecasting/inventory management.
• Managed and lead a team of 4. Team comprised of 1 senior planner, 1 planner, 1 inventory allocation analyst, and 1 supply
chain analyst.
• Lead team to ultimately formulate the highest quality forecast through best-practice forecasting methods. Forecasts were
projected out by business channel and support sales, development, and purchasing strategies. Team is measured and reported
out on forecasting accuracy. Continuously work to improve forecasting process.
• Collaborated with cross-functional partners across sales, production, retail/merchandising, and product teams on a consistent
basis. Established rapport with partners to ensure efficient working relationship.
• Ad hoc analysis and support to executive/senior management as needed

Director of Inventory/Demand Planning

Lead all areas of top-down/bottom up annual, quarterly, and long-range forecasting to support financial goals of total
company. Highlight risks and opportunities to plan and ensure cross-functional communication
• Managed a team of 3 direct reports and 2 indirect reports
• Lead team in adhering to disciplined inventory management process, including establishing weekly meetings leading to monthly OTB and seasonal buy presentations to senior management
• Balanced resources between pre-season planning and in-season inventory management to take advantage of significant in
season opportunities. After implementing shift of focus in Q1, we oversold our total business by 11% to our original plan in Q1 and 18% in Q2
• Partnered with cross-functional leaders across inventory strategy, corporate finance, IT, production, and design

(Experience Continued on 3rd Page)

Manager, Merchandise Planning and Inventory Management

• Responsible for planning total business of $150M annual revenue.
• Developed merchandise plans in support of company objectives through strategically investing limited capital in the business
categories and SKU's to maximize profitable sales
• Comprehensive sales forecasting, supply chain mgmt, and inventory lifecycle mgmt to meet demand with the right inventory,
at the right time, in the right quantities to maximize sales potential and minimize end-of-lifecycle inventory
• Responsible for justifying seasonal buys to executive management
• Prepared annual budgets for all of Rip Curl North America by region and store. Budgets are presented to and approved by
CFO.
• Lead Open-To-Buy process on a monthly basis. Assigned division/store OTB budgets based on sales and inventory forecasts.
Continuously managed bulk vs. planned receipts and OTB to maintain a healthy state of working capital
• Planned for and opened 9 new retail locations
• Delivered ad-hoc analysis as needed to executive mgmt to support executive decision-making

Planning Manager

• Directly reported to the VP of Planning and Allocation
• Created seasonal merchandise plans for brick & mortar across 5 divisions: Quiksilver Young Men's, DC Men's, DC Boys, DC
Juniors, Wetsuits. Responsible for Ecommerce merchandise plans across all divisions, at the department level
• Managed Open-To-Buy process: lead monthly team meetings with management, buyers, and allocators to coordinate receipt
flow by division/department/class and t maintain healthy inventory levels

Merchandise Planner

• Supported global buys by developing localized demand forecasts.
• Performed analytics on prior years detailed data.
• Contributed to SKU rationalization by analyzing large sets of data and making recommendations

Demand Planner

Find out detailed information about Nick Tasooji, Director of Finance Planning and Analysis in Irvine, CA

Nick Tasooji: Director of Finance Planning and Analysis in Irvine, CA

Nick Tasooji

University of San Diego