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My Background
May 2000 to Present
Providing business solutions for e-commerce and traditional firms.
April 1999 - May 2000
Established and directed the entire merchandising team: Merchandise
Controller, buyer/planner teams, private label product development, web
merchants, web product coordination staff, store team. Completely merchandised
the website, store and a fourth quarter catalog. Added a baby business
and a Disney Baby business.
November 1997- April 1999
Provided independent consulting services on: retail merchandise assortment
planning and product development, wholesale line development and line merchandising,
development of product presentations for target accounts, process improvement
and staff realignment, business and gap analysis for merchandising software
packages, assessment with users of custom report needs, functional analysis
and development of mock ups for custom hard reports and on line screens.
Also researched and documented major portions of the toysmart e-commerce
business plan, and participated in venture capital presentations.
May 1996-November 1997
Moved into this area of the company at the request of senior management,
to provide strong merchandising background to this strategic department.
Originally responsible for the Process and Procedures area, I was promoted
within six months to assume responsibility for the rest of the division
(Business Systems, Vendor Relations, and EDI). Maximum staff size was 30
positions; I reported to the CFO/COO. Established need for and developed
calendar and all process steps for product development from planning through
finished garment delivery. Established raw materials purchasing system,
all processes for garment purchase commitment, and all basic business processes
when we set up a New York design/manufacturing office.Directed search for
a computer software package to support manufacturing. Functioned as the
key internal consultant to senior management on numerous special projects,
including the re-structuring of the Hong Kong sourcing office (resulting
in a 50% expense reduction annually in that office) and the initial structure
of the Milan office, as well as on the new merchandise software for the
home office.
January 1994-May 1996
Increased Ready to Wear division to 35% of company total from less than
30%; development of a strong suit business was a key factor. Suit sales
increased 50% on a comp store basis for 1995 versus 1994. Added Sportswear,
June 1995, developed career collection business to over 41% gross margin,
an increase of 6% from the previous high. Built strong merchant team, with
virtually no turnover, despite repeated senior management changes and the
potential sale of the brand. Annual volume was approximately $85 million,
in 105 stores. During most of this time there was no president
for the brand and I reported directly to the group President, Michael Searles.
At his request, I also assumed temporary responsibility as the RTW GMM
for Petite Sophisticate. Volume responsibility there was roughly $150 million.
March 1993-January 1994
Recruited to August Max to assist in the development and placement in
the entire chain of a full lingerie assortment. Developed private label
sleepwear, daywear, panty and bra business, rolling out to all stores while
developing and testing two direct mail lingerie catalogs. Increased
lingerie sales over 70% to the previous year, with a 65% increase in gross
margin dollars. Within six months, added accessory/legwear
buying responsibility. Upgraded assortment and developed new resource structure.
Total gross profit exceeded plan by 5 percentage points and the rest of
RTW by 13 percentage points. Volume in combined areas: $15
million. Based on this performance and my previous experience, I was promoted
to GMM for Ready to Wear within 10 months of joining the brand.
1988-1993
December 1990-February 1993
Assumed this responsibility after the accessory business was eliminated.
Upgraded and expanded assortment, added a fashion layer while maintaining
volume item business. The job involved substantial print development in
a totally private label environment. Internationally sourced.
Highest margin in the brand for 1992, with a 3% sales increase, despite
elimination ( at management direction ) of two key item programs. Increased
one of the remaining key items by 37% plus generated a 200% increase in
novelties to achieve the sales. Volume responsibility: $20 million in 736
stores.
April 1990-December 1990
December 1988-April 1990
Recruited into the company. I was responsible for total product development
in these categories, from initial concept forward, with both domestic and
Far East sourcing. Upgraded assortment quality and taste level in one of
the fastest trending areas of the company, while increasing profitability;
received superior performance award as a result. 500 stores,
$35 million annual volume in this area.
1987-1988
A division of US Shoe, Front Row had 12 large square footage stores
selling off-price branded labels in mens, womens, kids and shoes.
I moved into the company to join its President, David Lazovik, who had
been my GMM at Iveys, to take advantage of the opportunity to learn other
product categories outside of home furnishings. Ultimately US Shoe decided
to consolidate its investment behind other divisions and Front Row was
closed.
1984-1987
Recruited into the company by Stanley Bronner, President, who knew me
from Lord and Taylor. A department store division of BATUS, the Florida
division was consolidated into the North Carolina division in 1987. I remained
as part of the transition team until that effort was completed.
1982-1984
1975-1982
Held a progression of positions in Home Furnishings while proceeding
through their executive development program. Positions held included Buyer
(Stationery and then Blankets/Comforters), Regional Merchandise Manager
(Home Furnishings, Chicago Region), Senior Assistant Buyer, Assistant Buyer
and Department Manager.
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