Brought in as Interim Head of Merchandising and Transformation Lead at Fabienne Chapot, driving a full end-to-end transformation of the product creation model. Aligned creative direction, commercial strategy, and operational execution to enable sustainable growth, clearer brand positioning, and stronger business performance.

Key impact:
Redefined brand, product, and assortment strategies while acting as the central connector across design, production, supply chain, and sales. Introduced structured collection governance and built integrated range and go-to-market planning frameworks, ensuring alignment from concept to final assortment. Streamlined processes, calendars, and decision-making to improve efficiency, accountability, and on-time delivery. Strengthened DTC buying and cross-functional execution, while supporting supply chain leadership onboarding and enhancing production operations. Additionally contributed to brand book development, margin improvement initiatives, and sales organization alignment.

Supporting organizational transformation as a Business Coach for Manor AG, focused on driving change management and operational alignment across buying and planning functions. Worked closely with central teams and buying departments to ensure successful adoption of new tools, processes, and ways of working.

Key impact:
Led the rollout of a new buying and planning tool through a structured change management approach, including stakeholder engagement and communication strategy. Standardized buying processes across all categories, introducing a centralized end-to-end buying calendar and clear planning guidelines with defined budget checkpoints. Improved governance, transparency, and decision-making throughout the buying cycle, while strengthening collaboration between central and local teams.

What began as a passion project has evolved into a full eduction as an Interior Designer.

One of the goals of this eduction was to be able to branch out into other businesses next to Fashion such as Interior & Lifestyle categories.

Taking ownership of Footwear & Accessories merchandising for Calvin Klein in Europe, led a team of 16 across product and market functions. Directed the full-price assortment for both Calvin Klein and CK Jeans, while shaping strategic growth initiatives and ensuring alignment with brand segmentation and consumer needs.

Key impact:
Drove one of the few divisions to achieve revenue growth during a challenging period. Refined and simplified ways of working by defining clear strategic priorities and focus areas. Repositioned the Footwear strategy to support long-term growth across channels, while embedding the renewed PVH and Calvin Klein vision into the business. Additionally, stepped in as interim VP, representing the division at key leadership moments.

Leading the Global Product Licensing function, drove the strategy for Tommy Hilfiger across global and EMEA markets to ensure strong brand alignment and consistent execution. Managed key licensing categories including glasses, socks, watches, and home, while strengthening partnerships with external licensees.

Key impact:
Enhanced collaboration with licensing partners to improve product quality, positioning, and performance. Worked closely with marketing and partners to successfully launch new products and track their success in-market. Defined and implemented a strategic roadmap to elevate brand consistency across all licensed categories, contributing to increased market share.

At the helm of the Global Accessories division, led cross-functional teams spanning Merchandising, Design, Product Development, and Sourcing (30 professionals) across all Tommy Hilfiger accessories categories (Bags, SLGs, Belts, Scarves, Hats, Luggage, ect. Focused on defining growth strategies, simplifying the assortment, and strengthening partnerships across the supply chain to drive global performance.

Key impact:
Sustained revenue growth during the pandemic, maintaining the division as the fastest growing by adapting the product offer to shifting consumer needs. Accelerated speed-to-market initiatives and shaped long-term direction through 3–5 year strategic planning. Strengthened vendor and sourcing partnerships while guiding the team through a highly challenging period with strong engagement. Established a clear roadmap toward a fully sustainable accessories collection by 2025.

Taking full ownership of the Kidswear division, led both Merchandising and Design teams at Tommy Hilfiger in Amsterdam. Focused on driving operational efficiency, accelerating growth, and embedding digital innovation across the division.

Key impact:
Transformed ways of working to establish Kidswear as one of the most efficient divisions, while delivering over 15% revenue growth in 2019. Championed digitalization initiatives, including 3D design workflows, enhanced consumer-facing assets, and stronger collaboration with key online partners. Played a central role in the company-wide “360 project,” helping to shorten development calendars and implement clear collection milestones.

Driving commercial growth and brand alignment, led the Merchandising and Planning function for Tommy Jeans, managing a team of 16 in Amsterdam. Worked closely with Design, Product Development, and Marketing to deliver cohesive consumer messaging and commercially strong collections, while balancing margin targets with competitive pricing. Ensured aligned growth across Men’s and Women’s lines by translating long-term objectives into a clear merchandising strategy.

Key impact:
Scaled the division into the largest within Tommy Hilfiger, achieving consistent annual growth of 15–20%. Launched successful fast-track capsules, including the Heritage collection, contributing an additional 5% in revenue and rejuvenating the brand’s consumer base. Also stepped in as interim Vice President, representing the division at key business touchpoints.

Focused on building and optimizing retail planning and allocation capabilities, led a team of 14 for Tommy Hilfiger’s full-price retail business. Played a key role in shifting to a centralized planning, allocation, and buying model, while recruiting and developing a new team. Strengthened market alignment through clear milestone planning, introduced tools and processes to manage orders across EMEA, and implemented weekly replenishment and reporting for core styles. Also supported process integration during the Warnaco merger with Calvin Klein.

Served as Director of Merchandising & Planning for Womenswear at Tommy Hilfiger, leading a team of 12. Responsible for translating long-term business goals into merchandising strategies through cross-functional collaboration with design, product, marketing, and global markets. Analyzed market trends and performance data to inform decision-making, developed structured collection frameworks with key KPIs, and led milestone meetings to present and align on collection direction.

leading spedific categories in the Womenswear Merchandising at HUGO BOSS, focus on translating strategic business objectives into clear, commercially driven collection plans. Acted as a key link between global markets and cross-functional teams to ensure alignment and performance. Creating a ‘casual line’ as apart of the Boss Black Womenswear. Stron involvement in launching Hugo Boss Orange Womenswear.

Key responsibilities:
Partnered closely with Design, Product Development, and Marketing to shape a cohesive merchandising strategy aligned with long-term brand goals. Consolidated insights from global markets to identify trends and performance drivers, translating them into actionable collection frameworks supported by key KPIs and sell-in/sell-out data. Led key milestone meetings to present, review, and align on collection direction and commercial outcomes.

Worked closely together with the inhouse design team and buying team writing my thesis on ‘vertical business cases in the fashion industry’.