JULIE AGOSTINI

Oversaw all aspects of the company's product strategy against two business lines: subscription boxes and an ecommerce marketplace (Dia.com, launched late 2019). Managed a team ranging from 5-10 FTEs, inclusive of Director-level reports.

• Created guidelines and review processes to maximize ROI of product portfolio. Increased average units sold per subscription box by 20% and margin per unit by 22%. Presented monthly performance to executive team.
• Built the Dia.com site merchandising team. Recruited the team, and drafted roadmap and KPIs, enabling sevenfold monthly growth over 18 months.
• Developed Dia’s first integrated marketing calendar for eCommerce. Led cross-functional planning for Holiday, driving 5x order growth from 2020 to 2021.
• Initiated a consignment model to improve net working capital. Onboarded 15 vendors from Q1-Q3 2022, displacing a 25% of what we needed to maintain in buys to serve the subscription business.
• Built the strategy and terms for Dia.com drop ship model. Onboarded 25 vendors and 700 styles in the first 6 months of launch (4,000 by Q3 2022).

Led the marketing department, overseeing strategy, consumer insight, campaign development, PR, performance marketing, activations and events, restaurant marketing, and creative. Rebuilt the team from 1 FTE to 10 employees.

• Developed and executed integrated marketing plans that contributed to YOY sales growth of over 25% (comp growth of over 15%).
• Hired DIG’s first digital marketing hire. Grew monthly web traffic by 40%, email subscribers by 3x, and social media following by 75%.
  • Leveraged loyalty program to increase unique monthly users and monthly orders by 86% and 78%, respectively.
  • Generated attributable sales through localized paid marketing of $2 million in 2018 (vs. <$100k in 2017).
• Created turnkey, replicable go-to-market processes around activations, seasonal menu launches, and new restaurant openings.

• Led cross-departmental strategic planning processes for Nautica and Kipling, inclusive of investment scenarios for the Nautica brand.
• Presented quarterly strategic and financial updates to VF Executive team.
• Developed a consumer insights pipeline to capture data around executional decisions for the business (e.g., whether to distribute in wholesale clubs).
• Managed a team of three.

• Partnered with an external branding agency to develop a new positioning and DNA for Nautica, inclusive of target customer, brand identity, and executional guidelines. Led the development of a revised brand playbook.
• Managed the development of seasonal concepts, working with product, marketing, and store teams to ensure consistent end-to-end execution.

• Managed VF’s Innovation Fund, working with leaders across brands to develop funding proposals for test-and-learn initiatives.

• Launched a digital idea exchange to promote cross-organizational collaboration. Managed the rollout to 9500 global employees.

• Conducted category and channel research on potential growth opportunities for portfolio brands (examples: organic beauty, home shopping, ingestible beauty). Provided recommendations around how ELC’s brands would be best poised to succeed in each.

• Assessed 30+ acquisition and partnership prospects through focus groups, primary research, store visits, and expert interviews.

• Built an in-depth product launch ROI model for an $8B consumer goods manufacturer.
• Developed a data-driven tool to assess 15+ high-potential international markets for a Fortune 500 confectionery company.

Harvard Business School

Master's in Business Administration

Boston, MA

2008 - 2010

Retail & Apparel Club President

University of Virginia

Bachelor of Science in Commerce - Marketing and Finance Concentrations

Charlottesville, VA

2000 - 2004 / GPA 3.8

Lawn Resident