Innovation, new market entry, and process to scale
Helping companies unlock their potential to scale effectively, Creating a sensory feedback process, Increasing the R&D project success rate
Sherry is a Vice President of Product Development and Commercialization in the cannabis industry with her PMP (Project Manager Professional) & Six Sigma Black Belt.
Having 15+ years of experience in managing cross-functional teams, she helps companies unlock their potential to scale effectively.
She built her expertise in leading innovation and new market entry within the spirits, candy, and food sectors, bringing consistent best practices to develop go-to-market strategies that drive revenue and speed to execution.
She helps resolve critical needs ranging from process optimization and development, brand/portfolio positioning, innovation pipeline strategy, supply chain issues, demand and inventory management, and expense reduction.
Leveraging her expertise in innovation, new market entry, and process to scale, Sherry recently completed a contract with a large MSO to optimize their processes for bringing products to their emerging markets.
During Sherry’s time as the VP of Commercialization for a vertically integrated premium cannabis operator, she leveraged her expertise in developing brand and go-to-market strategies to transform the product mix and pricing.
The portfolio overhaul delivered 31% gross margin improvement through procurement savings and optimized process engineering and innovation while focusing on quality.
The optimized portfolio received the highest industry accolades by sweeping a premier 2020 cannabis contest, including 6 first-place medals.
During the height of Covid, Sherry was responsible for leading agency partners and cross-functional teams in the development and launch of a consumer-centric retail experience, resulting in the successful opening of 7 new dispensary locations across 3 states within 1 year.
Sherry created a sensory feedback process, increasing the R&D project success rate by 27%, decreasing selection timelines by 55%, and improving cultivation planning efficiency based on time and space constraints.
To drive the organization’s M&A strategy and position for sale, she strategized to expedite the launch of organic candy categories leveraging capabilities across 5 internal plants, 1 co-manufacturer, and 2 distribution centers to deliver $53.9M in projected incremental sales in the first year.
Sherry oversaw 3 multimillion-dollar brand acquisitions—responsibilities included managing integration teams, providing process training for new team members, and combining product lines and personnel.