BRENDEN CAVAZOS

02 Career

From Operations to Enterprise Transformation

My career began inside supply-chain operations and expanded through supplier strategy, merchandising, digital product development, seasonal business ownership, and enterprise program leadership. That progression gives me both an operator's understanding of execution and a program leader's view of how products, teams, and operating models scale.

What Drives This Career

Three throughlines connect every role on this page. Empathy keeps the starting point human -- understanding how people actually work before proposing a fix. Innovation turns that understanding into practical, forward-looking solutions. Influence turns a good solution into one that teams actually adopt and sustain.

Three pillars connect every role on this page. Empathy: user research and voice-of-customer discovery, mentorship and team development. Innovation: AI-enabled product and workflow design, data-driven decision tools. Influence: partnering through project handoffs so the story earns adoption, enterprise program leadership across a $2B+ portfolio.
A few representative highlights behind each pillar, not a full inventory of skills or roles.

  1. Supply Chain Technology Operations Lead

    Led a nine-person team and improved productivity by more than 20% using Lean Six Sigma practices, while cross-training across nine warehouse functions -- receiving, inventory, fulfillment, shipping, and systems -- to gain end-to-end operational expertise and a foundational understanding of supply chain.

  2. Merchandising Strategy Project Manager

    Led supplier-facing strategy and developed a decision-support product that created first-time visibility into a multibillion-dollar claims process.

  3. Senior Analyst, Merchandising

    Worked across digital merchandising, content, finance, replenishment, and inventory analytics. Developed and scaled enterprise products, drove adoption, and translated complex data into clearer business decisions.

  4. Replenishment Manager, Seasonal Toys

    Owned strategic planning and lifecycle inventory decisions for a $550M seasonal business spanning more than 4,000 stores, 35 fulfillment centers, 275+ SKUs, and 75+ suppliers.

  5. Strategic Initiatives Program Manager

    Leads end-to-end program strategy across a $2B+ Food and Home portfolio, connecting first-mile through last-mile readiness, product development, commercialization, supplier enablement, and operational transformation. Has since grown into program management, inbound transportation procurement, and supply chain capacity planning, broadening that first-mile-to-last-mile view into a fuller picture of how goods move into the network before they ever reach a store.