Robert Karsh

Led global team of 5 direct reports and managed 7 distinct product lines that overlapped 3 seasons. Met expectations for cost, aesthetics, comfort, and on-time delivery with high-quality results. Responsible for communicating effectively with our Asian offices regarding new projects that included: artwork, CAD, material, sample and schedule changes. pricing, Provided updated monthly reports to various department heads on scheduling, product changes and costs/margins.

Commercialized 7 categories per season. Handed off manufactural products with all elements needed for distribution. Worked closely with Merchandisers, Product Line Managers, Development, Production and Suppliers to ensure final the full size product runs meets the needs of the company, retailer and final customer.

Worked with planning teams globally and was accountable to executive management for on-time delivery as products matured and stabilized in manufacturing.

Managed team of 3 to create licensed programs with 110+ colleges, NFL, NHL, MBL, NASCAR, Disney Stores, and Disney Theme Parks.

Created SL8500 Service Program and owned P&L. Led 'Get Well' project for product released with severe performance issues, maintaining 92% customer satisfaction and saving services $3M. SL8500 program generated $17M in service revenue in 1 year by creating 3-tier competitive bundle offering to initial retailed product.

Managed development, implementation, and ongoing business. Assembled resources to develop and deliver training. Tracked and reported customer issues and program status retaining clients and increasing elite customer base by executing $12M business plan that addressed services complaints.

Supervised daily operations for senior director, tracked action items, ensured organization kept aligned with corporate goals and metrics, and accounted for budget adherence.

Oversaw build-out, allocation, and connection for customer-specific collocation space tracking inventory and coordinated delinquent account removal liberating $30M in assets to re-enter sales pipeline.

Led project team to develop scope and implement new order entry system. - Streamlined processes, improved order accuracy 45%, decreased delivery time approximately 75 days, and increased customer satisfaction through new order entry system implementation.