Javier Diaz
Founder, SOPITA.GG & BingoBango.ai
Vice President, Global Supply Chain · Cra-Z-Art
Lyndhurst, NJ
(201) 726-3003
javy@javydiaz.com · javydiaz.com
English · Spanish · Portuguese
“He builds the structure that calms the chaos, so leadership can grow the company.”
Founder of SOPITA.GG and BingoBango.ai. Sitting VP, Global Supply Chain at Cra-Z-Art. End-to-end planning, procurement, manufacturing, and logistics. ~$710M working capital returned to the business is the sharpest proof, not the whole seat. Managed book. System design. Not a fire sale.
~$710M
Working capital returned to the business. BBB Group. 16 DCs. Managed book >$900M → ~$190M.
90th
In-stock through COVID. Did not freeze the book. Repurposed U.S. plant capacity.
−17%
Logistics under tariffs. Landed-cost and make-vs-buy. Import or make it here.
4
Books integrated: RoseArt / Lewisburg, Lexibook, Top Secret Toys, Joker AG / Slimy.
Experience
Founder · SOPITA.GG & BingoBango.ai
Present
Products I ship. Same ownership standard as the ops I run. Physical product under real constraint.
- Founder of SOPITA.GG and BingoBango.ai. Product craft and shipping discipline on the same bar I bring to hard supply-chain seats. Structure first. Swimming harder is not a strategy.
Vice President, Global Supply Chain · LaRose Industries, LLC d/b/a Cra-Z-Art
2020 – Present
Randolph, NJ · CEO-direct · 6 direct reports · planning, procurement, and logistics across Jacksonville, FL and Lewisburg, TN plants plus import · writing instruments, crafts, compounds, electronics
- Lead end-to-end supply as a competitive seat: demand and supply planning, inventory policy, sourcing, manufacturing interface, NPI, and inbound logistics. CEO-direct operating cadence. Team of 6.
- COVID. Repurposed U.S. plant capacity instead of freezing buys. Held 90th percentile in-stock through the shock and a ~150 SKU/month NPI cadence with product development and sourcing. Launch, not replenishment alone.
- Tariffs. Designed the landed-cost and make-vs-buy path as U.S. manufacturing expanded (company target 1.5M sq ft). Dual source: import where it still wins, domestic where China cost broke. Cut logistics 17% across ocean, inbound, and DC.
- Integrations. Stood up supply for RoseArt / Rose Moon and the Lewisburg pencil factory (2021 Mattel AST carve-out), Lexibook, Top Secret Toys (2024), and Joker AG / Slimy (2025). Inventory, inbound, and first-build on one cadence. Lexibook as a book I owned, not a claimed acquisition.
- Built the first inventory-visibility and disposition path for an $80M (at cost) obsolete book and installed a clean-base policy the planning team could run without hero exceptions.
- Stood up S&OP and encoded forecast, turns, order, and inventory policy on Fourth Shift (ERP/MRP), Monday.com, and Salsify, with Python and SQL as the decision layer, so the method ran without a war room.
Scale proof
Senior Manager, Replenishment · Bed Bath & Beyond Group
2014 – 2020
Union, NJ · 16 DCs · team of 5 · company sales >$11B · inventory planning, demand forecasting, replenishment and allocation across Bed Bath & Beyond, Harmon, buybuy BABY, Christmas Tree Shops, World Market, digital
>$900M
Managed inventory book at the start. Managed subset. Not company 10-K inventory.
~$190M
Managed book at the end. About 79% off. In-stock and turns held.
~$710M
Working capital returned to the business. System design, not a one-time purge.
16 DCs
Six banners plus digital. Team of 5. 90th percentile in-stock held.
Javier Diaz
Founder, SOPITA.GG & BingoBango.ai · VP, Global Supply Chain, Cra-Z-Art · javydiaz.com
Scale proof · Bed Bath & Beyond Group
- Designed and owned end-to-end inventory management across 16 DCs: order, movement, and placement from vendor through the network to store and digital. 18+ forecast, turn, order-efficiency, and JIT methods. Automated buy / move / stop.
- Bolstered replenishment strategy and in-stock / turn performance while taking a >$900M managed book to ~$190M and returning ~$710M working capital to the business by system design, not a purge.
- Ran store banners and digital on one allocation and replenishment cadence so the book moved as one network, not six separate fires. Placement and flow, not hero coverage.
- Encoded in-stock, turn, and order logic so a bench of 5 could run the book on tools the company already paid for. Process and governance, not a war room.
Foundation
Sr. Planning & Allocation Analyst · Baker & Taylor
2012–2014
- Unlocked $140M open-to-buy by correcting Amazon replenishment failure modes.
- Eliminated 95% of obsolete while protecting depth on live titles.
Demand & Supply Planning Manager · Cra-Z-Art
2009–2012
- Inventory, turns, and obsolete on a physical-product book. First tour at the company later run as VP.
Supply Chain Manager · Cherrydale Farms
2008–2009
- Physical-product supply for a seasonal fundraising and commercial food book.
Store Analyst · The Children’s Place
2006–2008
- Specialty retail pace. Early CEO-direct exposure.
How the seat runs
S&OP
Demand, supply, capacity, inventory policy. Cadence the team can run.
Capital
Working capital, obsolete path, clean-base. Free the book without starving live SKUs.
Capacity
Plants plus import. Landed-cost. Make-vs-buy. Dual path under tariffs.
NPI
~150 SKUs/month with PD and sourcing. Integrations on one first-build cadence.
Stack
Factory ERP / MRPFourth Shift (Infor)
Ops / PIMMonday.com · Salsify
Decision layerPython · Google Cloud SQL · MySQL · Claude Code · GitHub Copilot
Methods18+ forecast, turns, order efficiency, JIT, replenishment · buy / move / stop · S&OP · allocation
Live useAnthropic, NVIDIA, Apple developer-track. Editor tools support the method. Capital, service, and network still lead.
BBA, Business Management · Fort Hays State University · 2011–2015
javy@javydiaz.com · javydiaz.com · (201) 726-3003