Highly motivated senior manager with demonstrated ability in Retail Operations, Strategic Planning and Integration, Continuous Process Improvement, Sales and Marketing, Category Business Planning, Program and Project Management, Activity Based Cost Modeling and Crisis Management. A leader who is skilled at building high-performing teams, with a track record of adding significant value to fast-moving, customer focused organizations. Thrives on challenge and multi-tasking, strong business acumen, confident, creative yet pragmatic. National experience with particular expertise in the Food and Beverage industry. Delivers on-time solutions that make a difference.
RADIAN GROUP, INC. - Minneapolis, MN 2007 - Present
Business strategy development and implementation services for food and beverage retailers, distributors and manufacturers with complex supply chains.
Senior Sales Program Manager
Implemented high-impact, store-level sales and merchandising concepts directly to the retail consumer. Successfully launched and managed food and beverage cross-merchandising programs to 800+ large retail locations. Managed supplier and vendor relationships, client store management relationships, equipment assets, product distribution, merchandising assortments, marketing programs, sales associate training, analysis and results reporting.
- $30m annual incremental sales
- $4.1m annual net profit
Category Business Planning
Led the re-design of the critical Buying, Merchandising and Category Management process for a national retailer / wholesaler with $42b in annual sales, serving 2500 owned retail grocery locations and 2500 independent retailers. Developed category plans using market, supplier, management and consumer insights, best-in-class research, emerging technology and supply chain trends, integrated with the company's strategic business plan and current operating model.
Net income increased:
- From $452m to $615m
- A 36% increase over 24 months of re-design
SUPERVALU - Minneapolis, MN (formerly Albertsons, Boise ID) 2004 - 2007
A National Grocery Retail and Supply Chain leader serving over 5000 end point retail locations.
Senior Manager - Buying Analytics and Planning (2006-2007)
Hand-picked by a Senior Vice-President to manage a department providing critical sales and consumer data to Sales Managers at all levels of the business. Led project of 20 Category Managers identifying and implementing action plans for key gross margin opportunities by analyzing the competitive price position and SKU rationalization that:
- Realized $13m in annual gross profit increase per year
- A .93% annual gross margin increase per year
Category Manager - Business Integration (2004-2005)
Managed company efforts in identifying and implementing supplier, merchandising program and item level synergies from Albertsons acquisition of Shaw's. Led Category Managers in a deep dive of Own Brand sourcing, specifications and cost-of-goods analysis.
- $75m annual cost-of-goods and marketing synergies
- Synergies reported to the street each quarter
SHAW'S SUPERMARKETS, INC. - Boston, MA 1987 - 2004
A New England supermarket with 200 locations serving the region for over 140 years.
Senior Manager - Activity Based Costing (1998-2004)
Built, managed and reported on an Activity Based Costing database model that calculated sales, cost of goods, gross margin, 45 key cost drivers and net profit for 220,000 items in 200 retail locations. Through intense evaluation and analysis developed action plans that produced significant bottom-line profit increases for two consecutive years.
A department generating $235m in annual sales:
- Increased net profit from $1.2m to $8.8m in year one
- Increased net profit from $8.8m to $12.4m in year two
Senior Manager - Business Process Improvement (1994-1998)
A new role for the company developing a Continuous Process Improvement department. With two Project Managers as direct reports, developed annual business plan for projects, timelines and cost benefit analysis. Managed project where 25 Key Managers assisted in the re-design of the company's new store opening process.
- Reduced the cycle-time by 33%
- Annual savings of $5.1m in operations labor
As Project Manager for a Union Strike Contingency Plan, charged with assembling 40 Key managers from Loss Prevention, Risk Management, Human Resources, Retail Operations, Buying / Merchandising and Distribution to develop and implement a plan to operate 40 stores and 1 distribution center during impending labor action.
During labor strike:
- Mobilized 2500 associates and managers from 3 states in 12 hours
- Successfully served our customers in 41 locations for 5 days
Manager - Store Inventory Auditing (1991-1994)
Led audit group in conducting store level audits in 150 stores for stock levels, inventory accuracy and compliance of policy and procedures. Develop action plans with Store Managers to resolve issues and bring store into compliance. Directed policy and reported results to Operations and Finance VP-level executives.
- Reduced store excess inventory by $11m per period
- Brought 150 retail locations to one formalized inventory management policy and process
Store Management (1987-1991)
Hired and trained stores associates on an on-going basis. Developed store operating budgets, capital expenditure plans and period results reports. Directed product ordering, scheduling, inventory management, seasonal planning, shrink reporting and daily operations execution.
- Turned around store with ($385k) net operating profit to $890k net operating profit in one year
- Enforced strict compliance and execution of established inventory procedures and improved in-stock position
- Managed stores generating $26-30m in annual sales with 150-175 associates