Jamie Deioma

Experience

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  JOANN Stores

  Nov 2000 - Jun 2005

   Led the Marketing Department in the establishment and management of its $70M budget. This resulted in a fiscally responsible and optimized annual marketing spend.  Led contract negotiations for Jo-Ann’s Marketing Department. Led the first-ever Annual Marketing Partner Conference. This resulted in more rigorous legal protection, and in enhanced strategic partnerships offering improved savings and quality.  Led weekly promotional communications to senior management. Led in the design and implementation of an in-house traffic reporting process. This resulted in savings to buy three times more traffic counters, and traffic results weeks sooner.  Led the Promotional Forecasting Team in providing timely and fiscally responsible promotional forecasts, and in the design and implementation of an SAP program to automate the process. This resulted in a more profitable business with fewer errors.

  • Marketing Budget and Vendor Relations Manager

    Jan 2004 - Jun 2005

  • Senior Marketing Business Analyst

    Jan 2003 - Jan 2004

  • Senior Marketing Forecast Analyst

    Nov 2000 - Jan 2003
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  American Greetings

  Jun 2005 - Nov 2012

   Packaged and sold strategic recommendations to the Walmart Executive Team to drive sales growth across all product categories sold in the greeting card department.­ Alternative Card Strategy: Provided a store-level recommendation to optimize sales productivity of the entire Alternative Card portfolio. ($24M business, 20 programs, 1300 stores) The strategy was implemented at retail.­ New Retail Stage Revisions: Provided annual department-level recommendations to optimize space-sales productivity across the entire greeting card department. Provided recommendations to revise 500 stores (35%). These efforts helped drive both dollar and unit growth in this chain. Show less  Developed and executed merchandising strategies to drive growth in $70M (20%) of Target’s Everyday greeting card business. Optimized price, mix and merchandising of the lines to maximize space-to-sales productivity. Established and delivered against P&L and sales forecasts. Packaged and presented executive summaries of the strategies to the Target Executive Team and led in implementation of approved plans. City Target: Led the entire team in a special initiative to provide custom-made card programs to support a new, high-profile store format. Packaged and presented an executive summary of the strategy to the Target Executive Team. Led key player meetings with our downstream business partners to implement the approved plan. Show less  Led a new product development effort, resulting in the implementation of a new gift card destination program for AG. This program drove annual profit improvement of $2M (+$3M in revenue).  Led a study that led to the divestiture of our Mexico business. This resulted in the transition to a distributor, improving annual EBIT performance by $5M (from -$4M to $1M), and enabling a one-time $12M tax credit. Co-led a brand strategy to permanently reduce 21%, or 5k everyday card SKUs from production. This brought an AG distribution facility back to optimum efficiency and yielded $5-$6M of annual savings through complexity reduction. Supported the divestiture of AG’s party goods product line. This resulted in a strategic alliance with Amscan, netting $9M in cash and $21M in stock options for AG. Built a net sales and EBIT strategic planning model that was used to build AG’s FY09-11 financial plan. Show less

  • Senior Category Management Analyst

    Feb 2012 - Nov 2012

  • Assistant Merchant Manager

    May 2010 - Feb 2012

  • Delta, Business Strategy Consultant

    Jan 2007 - May 2010

  • Senior Seasonal Forecast Analyst

    Jun 2005 - Jan 2007
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  STERIS

  Dec 2012 - Oct 2018

  Planning Manager

   Managed Service Planning Team of eight in efforts to deliver a 92% same day fill-rate performance on unplanned high priority orders, while continuously improving the inventory health on a library of over 100k active service parts ($13M).  Unit Down Escalation Protocol: Rolled out improved escalation process for our most critical orders across eight plants and numerous in-house functional units to achieve and sustain a 95% same day fill-rate with an 8-business hour Customer response on all orders. Demand Segmentation: Led in the implementation of a Smoothie Demand Planning Model, resulting in over 33% fewer weekly backorders and formalized Planner-to-Plant weekly communications to ensure continuous partnership and health in the management of on-time material availability across the eight plants parts are sourced from.  Lean: Formalized department SQDC board and the supporting standard work. Stock outs improved to exceed goal of < 2%, on-hand inventory reduced by more than $2.5M in the first 18 months and several key process improvements implemented. SOP: Lead monthly discussions across cross-functional business units to ensure the team was planning appropriately for future demand that historical statistics will not predict. Operations Leadership Council: Member of a cross-functional Operations Team tasked with special projects to add rigor to and set a universal standard across the entire Supply Chain. The team implemented a universal job description for the plant Supervisor and Team Lead roles and a Supplier Delivery Scorecard. Show less

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  Swagelok

  Oct 2018 - May 2021

   Promoted to manage Fittings Planning Team of 22 in efforts to deliver above 90% service levels, lead times of at least 90% within 45 days, 99% flow rate, < 1% broken promises, 98% earn-to-load, and a 57% indirect labor ratio across 6 manufacturing plants supporting 48k parts, $520M annual bookings.  Change Management: Quickly implemented planning time fences and reduced machine capacities to mitigate broken promises to Customers during initial impact of COVID on the global economy. In slower summer months, recommended and implemented strategic inventory builds to ensure continued employment for manufacturing associates, and reduced open order volumes by -$6M.  Market Growth: Responded to 91% year-over-year demand increase from a key Customer in one of our growing markets by providing max capacity intelligence to support a capex ask, short-term outsourcing to supplement production while awaiting the arrival of new capital and enabling forecasting on parts of interest to help smooth demand signals to the shop floor. Demand Planning: Influenced engagement of a pilot to establish production minimums on high frequency/non-stockable parts to help reduce set ups and lead times. 6-month pilot on 50 parts saved over 500 setups, $30k, and is paving the way for a broader rollout of a like fulfillment strategy across the enterprise.  Talent Development: Participated in annual review of organizational talent, supporting efforts to further develop not only my team but high-performing talent across the organization. Engaged in routine development discussions with my team to provide feedback on witnessed strengths and areas of needed improvement. Encouraged and supported my team through various initiatives to demonstrate their efforts to grow in the noted competencies of focus. Show less  Managed team of two in weekly process to optimize 36k weekly hours of machine load with available capacity across 6 manufacturing sites, 65 departments, 670 work centers to support earn-to-load goal in Fittings Service Group. Labor Management: Designed and implemented formal labor planning tool/process to optimize the use of over 1000 direct labor associates, 500 indirect, to support established service level, lead time, IDL and non-prod performance goals for the service group. Market Growth: Lead in project to enable company to capitalize on $30M in growth over a three-year period. Provided capacity intelligence to support a capex ask, part-level safety and forecast recommendations to support 6-week lead time expectations, oversaw the inventory build to support the launch of regional product offering, and lead in the design and implementation of new process to provide product certification information necessary for use in the market. SOP: Added rigor to, standardized across the enterprise and lead discussions to align the leadership team on monthly performance to goal, key actions to improve, and current state on continuous improvement projects underway. Show less

  • Planning Manager

    Sept 2019 - May 2021

  • Supply Chain Manager

    Oct 2018 - Sept 2019
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  Diebold Nixdorf

  Jul 2021 - now

  Director, Service Logistics North America

   Direct cross-functional team of 85 Associates in efforts to support 95% same day service levels to approximately 2k field technicians servicing banking ATM, retail payment and physical security machines across North America.  Inventory Health: Driving team in implementation of new field stocking strategy to optimize parts availability on over 8k active skus across almost 3k stocking locations, ultimately improving turn and reducing inventories by approximately $12M. Warehouse Management: Leading team in relocation of 100k sqft global distribution center, processing over 2k lines/day out of 15k pick locations, without disrupting service levels to the field.  SOP: Strengthening collaborative partnership between Parts Planning, Field Service and Customer Relations through formal implementation of monthly SOP, ultimately improving service to Customers.  Safety: Leading entire facility in routine best practices to ensure continued safety for all on-site Associates. Show less