Terra Cvengros

Function as central liaison between business units (merchandising, sourcing, P&A, supply chain)and operational partners to optimize alignment on product & process improvement across 4 brands. Deliver enterprise-wide product flow strategies, enhance delivery timelines and operational transparency, while managing multiple brand teams with high manager engagement scores.

• Lean standardization and continuous improvement across merchandising, sourcing, supply chain, and planning for four brands.
• Directed a $5M+ multi-brand tariff reticket initiative, ensuring full compliance while reducing execution defects and cycle time.
• Designed KPI dashboards and control mechanisms reconciling 3M+ units weekly enabling real time visibility and sustained performance control.
• Vendor management, ensure EDI compliance, reduce defects, and standardize execution across the supply base.
• Established performance metrics to evaluate team effectiveness and overall business impact.
• SQL reporting, track approval execution for 1M+ units weekly to standardize merchandising approval process.
• Directed strategic initiatives to enhance operational efficiency across multiple departments.
• Led cross-functional teams to implement process improvements and optimize resource allocation.
• Established a culture of continuous improvement by fostering open communication channels and empowering employees to voice their ideas.
• Developed high-performing teams by providing mentorship, guidance, and opportunities for professional growth.

Managed fifteen cross-brand employees while improving multi-brand collaboration between merchandising, sourcing, PD and P&A while accelerating time-to-market and reducing operational redundancies.

• Led Lean transportation efforts across merchandising, sourcing, product development, and planning to eliminate redundancies and accelerate time to market.

• Managed and developed a 15-person cross brand team, embedding standard work, KPI accountability, and continuous improvement behaviors.

• Applied process mapping and root cause analysis to support a newly acquired brand, scaling operations to support 4K+ orders monthly with improved quality and throughput.

• Led enterprise implementation of PLM, Bamboo Rose, RMS, S5, and Nexgen, standardizing workflows and reducing manual processing.

• Designed enterprise forecasting and reporting frameworks supporting 3M+ units weekly, enabling executive decision making and performance measurement.

• Achieved 98% employee engagement scores through structured change management, coaching, and performance clarity.

Managed purchase order specialist team of 6 across two separate brands to ensure delivery of product on time. Directed operational transformation during HQ relocation, integrating new systems and l redefining workflows.

• Reduced monthly liability write-offs by implementing standardized tracking and defect prevention controls; recognized with CEO Award.
• Managed purchase orders operations across two brands, improving delivery reliability through KPI tracking and root cause analysis.
• Lead operational redesign during HQ relocation, applying Lean workflow optimization and system integration to minimize disruption.
• Facilitated regular KPI reviews and cross function problem solving sessions to address performance gaps and process variation.
• Assisted with multiple DC openings and closures for 5 brands.