Emily Brett

Emily Brett is a member of FTI Consulting’s Business Transformation practice focused on retail strategy, pricing and cost take-out, including selling, general and administrative (“SG&A”) strategy, sourcing and procurement, organizational design and store operations. Ms. Brett has more than 15 years of professional experience with extensive operational improvement expertise across the retail and consumer products industry.

Ms. Brett partners with management teams, boards and financial sponsors at inflection points, including post-merger integrations, pricing resets and sourcing and distribution network redesigns. With deep retail and consumer industry expertise, she is frequently engaged on distressed retail restructurings and value creation work for private-equity-owned consumer products businesses across beauty, pet, home and beverage.

Prior to joining FTI Consulting, Ms. Brett was a leader in the retail industry. In these roles, she led teams both domestically and internationally, helping to drive merchandising strategies, manage inventory and execute with operational excellence.

Ms. Brett also previously worked at Luxottica, where she led multiple product launches — including the Ray-Ban x Meta product launch across 4,500 LensCrafters, Sunglass Hut and Pearle Vision retail stores and wholesale partners — leading cross-functional teams from project inception to in-store execution.

Relevant Experience:

• Served as central program manager across all functional workstreams for a year-long, $7 billion bottled water company merger integration; established governance framework to capture more than $200 million in cost synergies and monitor Day-1 milestones across supply chain and corporate functions
• Led a pricing profitability assessment for a high-end pet food manufacturer across more than 2,000 stock keeping units (“SKUs”), identifying approximately $14 million in annualized benefits through revenue and gross margin optimization by SKU
• Evaluated direct spend for a pet products company’s overseas manufacturing through a request for proposal ("RFP") process with hundreds of manufacturers across Vietnam, India, Thailand and the Philippines; identified approximately 10% in savings driven by tariff avoidance and lower-cost production
• Led a SKU profitability and distribution center (“DC”) network analysis for a multi-brand outdoor sports retailer with more than 20,000 SKUs across 17 company-owned and three third-party logistics (“3PL”) distribution centers; identified approximately $10 million of excess inventory and assessed optimal go-forward DC network structure