Matthew Wright

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Matthew H. WrightPage 3 of 3

Matthew H. Wright

9 Bridget Way (973) 729-1957

Sparta, NJ 07871 MatthWright@gmail.com

Senior Retail Grocery Executive - Fresh

Determined and effective leadership professional offering expansive career experience fueling bottom-line profits, delivering top-line sales improvements, leading turnarounds, revitalizing underperforming organizations, managing change, and leading P&L of $2+ billion. Rich history of success developing and driving growth strategies, analyzing market trends, strengthening competitive landscape, and boosting market share. Accomplished leader with propensity for consistently exceeding expectations. Thrive on high pressure situations where turnaround is necessary to drive sales and organizational performance improvements.

Selected Career Highlights:

  • Operational leadership roles including billion-dollar P&L management and strategic business planning for multibillion-dollar international corporation.
  • Guide process standardization, revenue enhancement, cost cutting, and program execution initiatives.
  • Championed national acquisition integration realizing gains in both market share and profitability.

Strategic Business Planning Merchandising Inventory Management Procurement Vendor Relations Store Design

P&L Management Trend Analysis Project Management Promotional Planning Budgeting Forecasting

Competitive Analysis Negotiations Process Creation & Implementation Best Practices Development

Career Chronology

THE GREAT ATLANTIC & PACIFIC TEA CO., INC. (A&P)

SENIOR DIRECTOR, FRESH DEPARTMENTS – PATHMARK AND FOOD BASICS (2007 – 2009)

Direct reports: 12 – Senior Category Manager, Category Managers, Category Analysts, Clerks; Indirect Reports: 7; Budget: $1.1 billion

Promoted to steer Pathmark’s fresh departments’ integration activities and accelerate sales. For Food Basics, led turnaround effort revitalizing underperforming banner store performance. Key activities involved developing strategic business plans, conducting market analyses, fueling sales and income, designing effective promotions, assembling profitable product assortments, and overseeing merchandising efforts, department design, and pricing for 150 stores and 6 departments (meat, seafood, deli, bakery, product, and floral). Select Contributions:

  • Category Performance – Improved year-over-year category sales for Pathmark 25% by introducing various programs: private label poultry, private label sausage, 7S thin sliced meat, $10 bag fillet in seafood, pizza, exclusive ACE artisan bread, and $5 and $10 floral bouquets.
  • Performance Improvements – Increased Fresh ID store sales 5% altering negative sales trend to positive; expanded store distribution rate 2% by streamlining planograms, assortment, pricing, and promotions; reduced shrink 1% by restricting production on items based on analytics and routinely disposing of marginal product to raise customers’ perception of fresh; reversed customer-per-week count to positive from negative trend by strengthening brand through improvement of store image and merchandising activity.
  • Sales Improvement – Increased average dollar and product quantity sale by introducing new marketing methodologies focused on providing customers with more product options throughout the stores.
  • Demographics Initiative – Strengthened per store sales an average of 20% in Food Basics based upon product assortment determined by location demographics.
  • Pricing Strategy – Differentiated banner in response to economic downturn by developing effective pricing approach, eliminating stagnant product, and implementing new merchandising methodologies.
  • Process and Product Standardization – Deployed scale management program focused on standardizing SKU’s and product sizes at Pathmark to comply with A&P format.
  • Production Planning – Boosted sales using prior sales data to establish fresh product production volumes.
  • Promotions Planning – Proactively managed promotions by instituting a 52 week promotional calendar focused on market trends and competitor performance data.

SENIOR DIRECTOR, FRESH DEPARTMENTS – FARMER JACK, FOOD BASICS (2006 – 2007)

Direct reports: 7– Senior Category Manager, Category Managers, Clerks; Budget: $900 million

Elevated to launch prototype stores and lead the fresh department divestiture efforts. Spearheaded activities surrounding strategic planning, market analysis, sales, income, promotion planning, assortment, placement, department design, and pricing for meat, seafood, deli, bakery, product and floral departments. Reinvigorated fresh business model for Food Basics and reengineered stores by customizing department layouts, product selection, and customer-centric approach based on demographics and purchasing propensities. Select Contributions:

  • Sales Growth – Identical store sales improved to 28% in Food Basics from -5% over just 3 years’ time (2005 – 2008) to achieve profitability of $10 million versus -$20 million loss and recognition as A&P’s highest growth opportunity.

SENIOR DIRECTOR, DELI AND BAKERY – A&P UNITED STATES (2005 – 2006)

Direct Reports: 12 – Associates; Budget: $400 million

Selected by Chief Merchandising Officer to apply business acumen and leadership within disjointed departments. Guided turnaround by identifying next steps and stimulating P&L improvements. Collaborated with senior management on progress, analyzed personnel performance to determine suitability, and realigned advertising and product quality initiatives. Select Contributions:

  • Deli Sales Acceleration – Attained sales growth of 5% using assortment rationalization and planogram techniques, upgrading slicing meat, expanding cheese selection to 350 SKU’s, introducing Boar’s Head deli items, and introducing new Kosher product line rolled out to specific stores based upon demographics.
  • Bakery Sales Improvements – Heightened bakery sales 11% by instituting new code dating policy to lower shrink while raising sales, improving efficiency and quality by purchasing new bakery equipment, introducing exclusive ACE breads program, and launching signature cheesecake and 17 layer croissant programs.

VICE PRESIDENT, FRESH REPRESENTATIVE – FRESH STORE DEVELOPMENT (2004 – 2005)

Tapped to define and develop unique “Fresh” shopping experience repositioning A&P brand and establishing next-generation format. Collaborated with store leadership and consulting firm to research industry and recommend next steps. Identified merchandising trends in Europe and the United States, developed new and unique store layout, participated in focus groups to test findings, and developed P&L identifying labor, margins, and distribution rates. In addition, designed pricing strategy, met with equipment manufacturers to detail needs, and created key activity template identifying ongoing tasks prior to opening. Select Contributions:

  • Concept Launch Impact – Executed concept throughout 30% of all stores with sales improvement of 8%.

VICE PRESIDENT, PRODUCE AND FLORAL – A&P UNITED STATES (2002 – 2004)

Direct Reports: 14 – Directors of Procurement, Directors of Merchandising, Senior Category Managers, Category Managers, Clerks, Analysts; Indirect Reports: 8; Budget: $2.35 billion

Chosen to guide sales, merchandising, procurement and marketing efforts for produce and floral. Select Contributions:

  • Strategic Planning – Raised ID sales 5%, reduced shrink 2%, and strengthened market share by developing new business strategy and implementing tactical execution plans.
  • Product Performance – Led monthly category management reviews identifying underperforming SKU’s and developing action plans.
  • Inventory Control – Slashed inventory weeks on hand from 1.01 to.65 using buy-sell ratio.
  • Channel Growth – Realized private label sales growth of 17% by researching and selecting appropriate suppliers based on quality, production capabilities, and pricing.
  • Cost Savings – Achieved cost of goods savings of $18 million using item auctions to garner bids and saved $2.5 million annually through development and implementation of produce procurement system tying all distribution centers into 3 central buying offices.
  • Quality Assurance – Reduced item rejections 4% while improving item quality through creation and deployment of a comprehensive quality program formally measuring item attributes.

VICE PRESIDENT– EVERGREEN/A&P UNITED STATES (2000 – 2002)

Direct Reports: 12 – Directors of Systems, Project Managers, Directors of Grocery, Pricing Managers, IT Coordinator; Indirect Reports: 92 Associates

Advanced to establish pricing, promotion, and assortment technologies and processes for the grocery and fresh departments in largest initiative in company history in collaboration with company Chairman, President/CEO, and CIO. Select Contributions:

  • Technological Success – Delivered savings/benefits of $107 million by developing 32 data warehouse category management reports, new item hierarchy, and relationship pricing methodology.
  • Efficiency Improvement – Consolidated multiple disparate legacy and manual procurement systems into one technologically sophisticated solution resulting in enhanced productivity and multimillion-dollar cost savings.

DIRECTOR – PRODUCE MERCHANDING (1999 – 2000)

Direct Reports: 5 – Buyers, Clerks; Budget: $180 million

Earned challenging opportunity to partner with stores, warehousing/distribution, promotions, and senior management to drive sales and profit increases for 3 divisions comprised of 104 stores.

  • Performance Improvements – Strengthened gross profit 6%, sale 5%, yield 6%, and sales distribution 10.13% while lowering shrink by developing and deploying more effective promotions
  • Demographic-based Merchandising – Supported performance improvements through implementation of Asian and Hispanic store-specific merchandising programs based on market data and trends.
  • Planogram Development – Responded to specific store requirements by creating and executing 7 various planograms based on store designs.
  • Category Management – Ensured appropriate product purchases and advertising strategy through individual product assessment process.

Earlier A&P Career History

Director of Produce Sales; Director, Divisional Produce Procurement; Director, Produce Quality Assurance; Director, Produce Procurement; Produce Merchandiser; Produce Manager

Education and Additional Highlights

Education

Business Administration Degree Program

Indiana University – Indianapolis, IN

professional Development

GRID

Executive Speaking Program

Motivational Systems Project Management

Performance Management Program

Management Development Program

Quality Control at the Distribution Center

Affiliation

Produce Marketing Association

Award

Sales Development Award

A&P – Presented by President & CEO, C. Haub

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Work History

Work History

Fresh Foods Executive

Education

Education

IU

Skills

Skills

Fresh Foods