I began my career with a degree in Textile Technology & Management BA (Hons) from the University of Leeds, England. After graduating I joined M&S on their renowned graduate training scheme. I spent 13 years at M&S in many roles, which gave me a tremendous experience in my core skill set of materials, print & colour, fit & product development. Since then I have seen my career develop through Canada at Aritzia & lululemon and now through the US with Nike. I am passionate about this industry and work diligently with design and the supply base to bring ideas to life. I have a large network of fabric mills and garment factories and have over 20 years of experience in materials and product development as well as buying, sourcing, planning, merchandising, production and QA. I have created seasonal trends, right first time development strategies, I have worked with internal & external teams to build / manage inventory controls, I have created and contributed to delivery of social compliance goals, performance goals and manufacturing quality standards to ensure the right product, at the right quality at the right place is delivered. Specialties: ~ MATERIALS, COLOR & PRINT - TREND & DEVELOPMENT ~ MERCHANDISING, SOURCING, ~ FIT, PRODUCT DEVELOPMENT ~ SUSTAINABILITY, STRATEGY DEVELOPMENT & IMPLEMENTATION, REPORTING, COMMUNICATING ~ BUSINESS: STRATEGY DEVELOPMENT NEGOTIATION, COSTING, PROJECT MANAGEMENT ~ PEOPLE MANAGEMENT: ORGANISATIONAL PLANNING, TEAM MANAGEMENT,SUCCESSION PLANNING

VP Global Apparel & Equipment Materials Nike @ Since joining Nike I have developed the material strategy that will support Nike in its future goals, part of that strategy was to create a centralised apparel materials team to drive sport and functional expertise. My newly formed Materials Leadership Team and I are now working to fully train & develop the team so as to operationalise the strategy. Whilst always working towards the future strategy; we seasonally set the creative direction for materials with design. We then work with them & our global materials team to bring that vision to life by technically developing high performing, exceptional quality materials, trims, prints, patterns and colours. In this role we have created leading Industry processes in: - Material development - Color development - Print development - Testing methodology and standards The new organisational structure we created allows for development within the function giving both the individual true career opportunities and Nike deep material expertise. We have also established strong cross functional relationships across the E2E of a materials lifecycle. The team truly brings to life the vision of design with the technical solutions that solve for an athletes* need. If you have a body you are an athlete - BB From October 2012 to Present (3 years 1 month) Portland, Oregon areaChairperson of the Better Cotton Initiative Council @ BCI operates as a not-for-profit organisation. Through a cooperation with a multi-stakeholder group of organisations, together we defined what a better, more sustainable way of growing cotton would look like. We call this definition “Better Cotton”. Announcements Monday, September 15th, 2014 BCI has announced that Susi Proudman, Vice President of Global Apparel and Equipment Materials at Nike, has been elected Chairperson of the Better Cotton Initiative Council. Nike’s Proudman commented, “I am delighted and honoured to have been asked by the Council to serve as Chair of the BCI. The initiative has made tremendous progress over recent years in its quest to bring responsible and sustainable practices to the mainstream of cotton production. I look forward to working with fellow Council members and our partners to continue this successful expansion, and in particular, ensuring that systems and processes are in place that will attract many more brands and retailers to the program in support of millions of cotton farmers around the globe.” Members of the global cotton supply chain are now collectively addressing the negative impacts of mainstream cotton production by supporting this globally recognised definition, generating market demand for Better Cotton, and sharing information and knowledge to enable continuous improvement on everybody’s part. The Council is a governance body, elected by BCI members, whose role it is to ensure that BCI has clear strategic direction and adequate policy to successfully fulfil its mission of making global cotton production better for the people who produce it, better for the environment it grows in, and better for the sector’s future. The Council is made up of organisations representing the different membership categories – Retailer and Brands, Suppliers and Manufacturers, Civil Society and Producer Organisations having three seats each, supplemented by up to three additional independent members recognized for their expertise. From June 2014 to Present (1 year 5 months) Portland, Oregon AreaRaw Material & Product Commercialization Director @ My role at Lululemon was to ensure we commercialised product on brand, on time and on budget. I had two teams working with me to do this: - a raw material team responsible for innovation, material development, colour development, trim development and the bulk management of all materials - a garment development team responsible for developing the designers vision into a commercially viable product, through block,pattern and product development expertise. The role was an exciting culmination of my experience which allowed me to take the best from my previous roles and shape that into the Lululemon culture to create a vision that is both appropriate for today and the future. The role also included: Role and responsibility development & management Business process re-design System development Training and development From March 2010 to July 2012 (2 years 5 months) Senior Merchandiser @ Whilst serving out my non- compete from Aritzia (which prevented me from working in apparel) I joined Best Buy / Future shop to gain additional merchandising experience. During this time I was responsible for the buying of Kitchen appliances at Future Shop under the Best Buy Canada Brand. The role included: Pre Season Merchandise Selection - line planning Buying and in season trading - sales and allocation management Supplier Management Cost negations and vendor contract renewals Budgeting Special Projects included managing Toronto Home Show From October 2009 to March 2010 (6 months) Director Of Sourcing @ I worked with the CEO to establish the Global Sourcing strategy. Achievements: Vendors • Introduced numerous high quality vendors across all product areas, including some of the world’s first green factories. • Expanded the global sourcing portfolio to include new emerging countries such as Cambodia, India, Sri Lanka and Columbia. • Embedded leading Industry standards to identify the ‘best fit’ vendors & to drive quality and right first time sourcing. • Developed product calendars at department and division level to improve on time deliveries. • Created & implemented new Terms & Conditions for all vendors ensuring polices for the future are established. Fabric & Trims • Created a raw material library • Improved the quality of fabrics and trims by moving to state of the art mills and trim vendors. • Implemented the principle of ‘fabric to needlepoint’, reducing lead times & also reducing our carbon footprint meeting both business and CSR objectives. • Embedded a consideration for the environment, for example expanding our use of organic cotton / wool & water treatment considerations. • Embedded an Environmental, Chemical and factory standards policy based on leading global studies surrounding chemicals, dyestuffs use of etc. CSR: • Created a CSR strategy • Established an Ethical Sourcing network with other clothing retailers allowing for collaboration and development. • Personally contributed to several expert series events including topics such as animal welfare, the plastic bag debate, tools and techniques in tracking and reporting. • Spoke at the CBSR 6th annual summit and invited to speak for the second time at the Intertek Ethical Sourcing Forum in New York. • Member of the Retail Council of Canada (RCC) responsible trade & product safety committees by request. From August 2007 to August 2009 (2 years 1 month) Head of Technology - Technical Compliance @ I was responsible for the technical compliance of all our clothing & home areas. This included: ethical sourcing, legal standards & safety product requirements. This was previously a component part of each the Head’s of Technology roles. Our ethical sourcing programme was established in 1991 but had become stagnant and was not responding to the new challenges surfacing in the Industry. I was tasked with updating the programme requirements, re-establishing connections with collaborative partners and developing new ways to combat challenges such as audit fatigue. At this time the business was starting to determine what the overall CSR strategy should be and the Eco plan ‘Plan A’ was established. I was responsible for scoping out the content & then subsequently the delivery of Fair Partner and Sustainable Raw Materials through my team of 14 direct reports and numerous indirect reports. Achievements: • Climate – Developed a carbon reduction programme for consumer product care, looked at wash, spin and tumble impacts to balance quality with environmental impact. Partnering with a key vendor we developed the first green factory offshore. • Waste – Developed our non food-recycling programme to ensure none of our clothes, packaging or associated components ever need to end up in landfill. • Raw materials – Launched our Fairtrade, Organic cotton, wool and linen ranges. Created sustainability in our wood and regenerated cellulosic programmes. Developed an animal welfare policy and banned animal / fibre policy. We won the RSPCA award for this in 2007 and 2008. Launched and further developed our recycled polyester programme. • Fair Partner –Recruited & managed a global compliance team. Established our plan to deliver collaboration with NGO’s, other brands and initiatives such as the ETI. Increased the training and resource available to our suppliers by launching the supplier exchange. Developed our social compliance reward programme across our supply chain. From September 2006 to August 2007 (1 year) Head of Technology - Kidswear @ M&S kidswear was suffering from poor sales, ever declining market share and poor market penetration. A new team was selected to re-launch the brand and create a strong platform for growth. My remit was to develop a robust technical structure that would be empowered to drive a sourcing portfolio for growth. I recruited 60% of my team from external retailers and manufacturers to give a strong foundation We then appraised our supply base, made radical changes to deliver a new handwriting that was more fashionable and fast. We started to turn products every 6 weeks and we sub-branded the range to target key customer types. We worked with key suppliers globally to drive innovation and newness and product differentials that would give our brand back the edge. I updated the kidswear safety manual and co wrote an e-learning solution that was translated into 8 languages. From August 2005 to March 2006 (8 months) Senior Business Area Technologist - Womenswear @ In 2004 M&S identified that a core area of their womenswear business, ‘Classics - the age 40 – 60 demographic, had been losing its market share. I was asked to work as the Senior Business Area Technologist with sole responsibility for the technical & sourcing strategy. I along with my buyers redefined our supply chain, eliminated poor performing suppliers, strengthened key partners and brought in new players. We developed a strategy that gave us wider access to product types & that balanced the need for speed with price. Within 12 mths we had grown this areas market share by 4% and had taken sales from £800k/week to £3m/week. It is now again the core success in womenswear. Five months into managing ‘Classics’ I was promoted to manage the technical team for all of smart wear - the women’s formal wear division in order to replicate the success across the group. From June 2004 to August 2005 (1 year 3 months) Supply Base Sourcing Manager - Clothing Division @ Marks & Spencer’s strategy is to ‘command the supply chain’ and ‘leverage scale ’in order to deliver a more efficient, cost effective supply chain. I was promoted to develop a global sourcing strategy for our second tier suppliers - fabric mills and trim vendors. This involved identifying our global first tier supply picture and mapping our fabric requirements across the globe. This allowed us to locate fabric close to needlepoint enabling lower cost and faster lead times. I then trained our buyers on duty and quota implications. I developed 2nd tier factory standards so we could ensure we have safe and ethically sound sourcing partners globally. From January 2001 to June 2004 (3 years 6 months) Commercial & Technical Executive - Wovens @ I worked as the technical executive for the woven division responsible for developing all aspects of products for our clients. Our key client was M&S From August 1998 to January 2001 (2 years 6 months) Product Technologist @ I worked as a Product Technologist responsible for all technical aspects of developing the garment from fabrics to fit. I worked in the following departments: Mens Jackets Mens Suits Mens Coats Mens Formal Trousers Women's Coats From September 1994 to August 1998 (4 years)

Susi Proudman is skilled in: Apparel, Merchandising, Sourcing, Global Sourcing, Wovens, Fashion, Textiles, Supply Chain, Retail, Management, Trend, Product Development, Negotiation, Leadership, Trend Analysis, Knitwear, Visual Merchandising, Sportswear, Pricing, Strategy, Sales, Strategic Sourcing, Manufacturing, Project Planning, Footwear, Fit, Target Costing, Tech Packs