X hits on this document

11 views

0 shares

0 downloads

0 comments

2 / 3

SAM JOHNSON, CPA

Page 2 of 3

BEAN.COM SEATTLE, WA The $300 million direct division of Bean, one of the nation's leading fashion specialty retailers widely known for providing superior service and high quality, distinctive merchandise.

EXECUTIVE VICE PRESIDENT MAR 1999 – FEB 2001

Reporting to CEO, recruited by executive search firm to leverage retail experience and drive operational and profit improvements. Oversaw Strategic Planning, Finance, Information Technology, Merchandise Planning & Inventory Control, Print Production, Human Resources, Call Center Operations, Distribution, Supply Chain Management, and Retail Store Integration. Accountable for $145M operation and staff of 900. Provided strategic vision, championed formal planning process, tightened integration of operating departments and revised the organizational structure to meet growth and demands of the business.

Notable Achievements:

  • Developed and implemented a comprehensive strategic planning process for the business providing greater definition of targeted customers. Improved alignment of merchandise with numerous defined markets resulting in sales at 130% of budget and 123% ($19M) of pre-tax profits.

  • Worked closely with EVP of Merchandising to evaluate and analyze catalog profit performance from targeted customer segments resulting in 11% increase in per page productivity and identification of new market/catalog that produced over $65M of new business.

  • Championed the development and implementation of a Balanced Scorecard business performance reporting tool to evaluate monthly results against key success measures. Developed performance measures included financial, merchandise, marketing, selling and support, distribution, customer service metrics, channel performance, and information technology.

  • Formalized seasonal merchandise planning process that helped achieve record inventory turnover rates and lowest markdown rates, effectively producing a 24% reduction in inventory over prior year.

  • Oversaw operations of 24x7 inbound Call Center with 450+ agents. Directed implementation of tighter performance metrics, new incentives, and enhanced coaching/training.

  • Managed production and mailing of 75 million catalogs annually. Implemented strategic plan for Print Production Department that included RFP processes for printing services and paper purchasing resulting in expense reductions and cost increase avoidance in excess of $5M.

  • Provided continuity of leadership and direction to the organization during the transition into the business of 3 new EVPs and the transition out of the business of 2 EVPs.

DIRECTOR OF FINANCE AND INVENTORY MAR 1999 – JUN 1999

Led task force of senior management individuals to identify, assess, quantify, and implement profit improvement measures.

Notable Achievements:

  • Established merchandise performance standards to improve analysis and product placement in catalogs.

  • Increased catalog sales productivity 26% in fall of 1999 and 30% sales increase in Q4 1999.

  • Introduced new marketing offer that grew 1999 profits by $2.5M.

  • Saved $2M in postage through revised return policy.

LINDAS CATALOGUE DAYTON, OH Leading provider of apparel and personal care products.

VICE PRESIDENT OF MERCHANDISE PLANNING & INVENTORY CONTROL 1997 – 1999

Promoted to new function directing 40 individuals overseeing the planning, placement, and management of $800M of inventory. Formalized performance standards across all classes of merchandise for evaluation of performance.

Document info
Document views11
Page views11
Page last viewedFri Dec 16 11:58:23 UTC 2016
Pages3
Paragraphs120
Words1390

Comments