Gerald Tracy
About Gerald Tracy
Gerald Tracy serves as the Manager of E-Commerce Fulfilment Strategy at Signet Jewelers, where he has worked since 2017. He has a strong background in inventory management and fulfillment strategies, significantly enhancing order fulfillment rates and revenue.
Work at Signet Jewelers
Gerald Tracy has been with Signet Jewelers since 2005, holding various roles over the years. He currently serves as the Manager of E-Commerce Fulfilment Strategy, a position he has held since 2017. In this role, he has managed fulfillment strategies for multiple banners under the Signet umbrella, contributing to approximately $500 million in annual revenue. Previously, he worked as a Demand Planner, Director of Planning and Replenishment, Sr. Business Systems Analyst, and Sr. Manager of Planning and Allocations, gaining extensive experience in inventory management and fulfillment processes.
Education and Expertise
Gerald Tracy earned a Bachelor of Business Administration (BBA) in Business Administration and Management from the University of Oklahoma, where he studied from 1993 to 1998. His educational background has provided him with a strong foundation in business principles, which he has applied throughout his career in various managerial and strategic roles within the retail sector.
Background
Before joining Signet Jewelers, Gerald Tracy worked as an Operations Manager at Sears from 1998 to 2003. His experience at Sears laid the groundwork for his future roles in inventory and fulfillment management. Over the years, he has developed a comprehensive understanding of e-commerce operations and inventory strategies, which has been instrumental in his success at Signet.
Achievements
Gerald Tracy has implemented several successful strategies that have significantly impacted Signet Jewelers' operations. He created a team that improved data integration into the fulfillment system, which increased SKU count on the site and enhanced team responsiveness. His efforts led to an increase in order fulfillment rates to 98% and a reduction in cancel rates from 30% to 12%. Additionally, he co-developed a process to identify and clear unproductive inventory, achieving a 15% higher clearance rate compared to stores not using the process.