Patrick R. Prieve

Manage the daily operations of a remote all-season resort encompassing lodging and camping facilities, restaurant and bar, marina and snow sport rentals and the associated project, inventory, staff, equipment and maintenance management.

• Oversaw a 100% increase in annual revenues from $1.1m at time of purchase to current $2.2m across the same physical footprint.
• Ensured compliance with all USFS, DEQ (water, waste and fuels), Health Department, BOLI and OSHA and State Fire Marshel regulations.
• Consistently utilized effective problem identification and resolution in fast paced dynamic environment of evolving challenges (fires, winter storms, equipment failures).
• Negotiated and managed contracts and agreements with vendors and business partners.
• Sourced and managed reservation and point of sale (POS) software applications.
• Recruited, hired, trained, evaluated and supervised staff of 40 in the areas of Operations, Housekeeping, Front of the House (Bar), Back of the House (Kitchen) and Maintenance.
• Established and maintained strong relationships with vendors, business partners, the community and the organizational staff.
• Managed all financial aspects of Resort (planning and budgeting, payroll, vendor payments and customer receipts)

Led global raw material requirements, finished goods supply, purchase planning and execution for Columbia, Mountain Hardwear, Sorel and Montrail brands. Developed and drove strategic and operational process innovation agenda for global and regional planning organizations to align Columbia with “best in class supply chains.”

• Led a team of 27 with 6 direct reports accountable for raw material availability, sales sample availability and customer order fulfillment (+50m units and $1.7 billion revenue annually).
• Led Columbia’s cycle time reduction efforts (raw materials and production lead times, sales order to purchase order cycle time) resulting in a 50% reduction in pre-build requirements.
• Developed and implemented customer relevant performance scorecard, contributing to a 27% increase (from 65% to 92%) in on time vendor performance and a 25% increase in customer order fulfillment (from 69% to 94%) over an 18-month horizon.
• Led development of the process and systems infrastructure to support Quick Turn order fulfillment.
• Re-engineered the raw materials forecast and commitment strategy and processes, increasing raw material availability from 50% to 96% ensuring on-time finished goods production starts.
• Implemented alternative planning and procurement timelines and processes to accommodate various demand fulfillment models (futures, replenishment, MTO and MTS) to mitigate inventory risk.
• Executive Change Agent responsible for driving cross functional adoption of standardized operating procedures in the areas of vendor engagement, inventory utilization and performance management.

Managed global footwear supply execution efforts for Nike’s geography, category and manufacturing business units: Set strategic direction for key performance indicators and process improvements: Provide tactical guidance to cross functional leaders and teams in balancing competing manufacturing, inventory and delivery requirements. Demonstrated capacity to influence action and drive results across business matrices.

• Led a team of 8-10 direct reports accountable for the on-time performance and GAC accuracy of +280 million units, representing over $9.0 billion in wholesale revenue annually.
• Led footwear delivery process improvement efforts that yielded +20 pt. improvement in factory OTP against tighter tolerances. FY06 70% (@ +7 days): FY10 92% (@ 0 days).
• Led footwear GAC accuracy improvement initiative resulting in a 57-pt. improvement in 30 days (FY06 37%: FY10 94%) and a 71-pt. improvement in 45 days (FY06 18%: FY10 89%)
• Early adopter and principal driver behind Footwear’s Always Available initiative (FY09) including process design, systems enhancements and geography and manufacturing adoption.
• Developed and implemented (FY07) Reduced Lead Time program for the US footwear replenishment team that has yielded $30+ million in inventory savings annually.
• Conducted the analysis, met with stakeholders and led global footwear planning’s FY07 early shipment reduction efforts resulting in a sustained 40 pt. reduction in early shipments (FY06 47%: FY07 7%) and a 12% in-transit inventory decrease.
• Provided vision and directed project that enabled real time point-and-click global visibility to GAC and delivery information across the entire footwear organization via development of a web based delivery dashboard.
• Key contributor to the design and specification development of Nike’s supply chain integration (ONE) project including vision, design and development of an integrated planning platform linking demand, capacity, source and supply data and process across a common timeline.

Managed global capacity, demand, source and supply planning and execution for Nike’s category business and manufacturing units: Balanced competing requirements and desires of product marketing, product creation, pricing and manufacturing, dovetailing their interests with that of Nike as a whole. Set direction for and led a team of analysts in creating, managing, communicating and executing long-range and tactical capacity, demand, source and supply plans: Effectively influenced these organizations while keeping the team on track throughout the process as plan dynamics materialized.

• Led demand and source management for the Kids, Active Life and Training categories, representing over $4.0 billion in wholesale revenue annually.
• Responsible for identifying, resolving and communicating capacity, demand, source and supply issues across 14 category business units, 7 liaison offices, and 35 contract manufacturers.
• Set calendars and facilitate seasonal capacity, demand, source and supply activities to ensure manufacturing and delivery execution across these same organizations.
• Responsible for development and performance of 5-7 direct reports.
• Initiator participant and lead proponent of department process innovation team and projects including global footwear process mapping, seasonal transition management, demand and source planning, capacity management and source planning.
• Introduced statistical forecast planning methods to Nike and the global planning team

Coordinated the development of long-range seasonal source and capacity plans for Nike footwear, its categories and contract manufacturers; Set direction for and led a team of analysts in creating, managing, communicating and executing category and factory source and capacity plans. Facilitated cross-category and cross-functional meetings to build consensus for the long-range plan; Managed the department and long-range team through multiple, varying seasonal plans at the same instance.

• Responsible for positioning the supply and delivery of $6.5 billion of footwear annually.
• Responsible for identifying, resolving and communicating supply and delivery issues across 14 category business units, 7 liaison offices and 35 contract manufacturers.
• Organized and led seasonal product source and production capacity activities to ensure seamless transition from plan to action.
• Responsible for the development and performance of 9 direct reports.
• Developed sustainable, practical and functional tools for all aspects of long-range planning (source, demand, product and capacity).
• Raised performance and expectations within the department through engagement of team in ownership of the long-range planning activities.