William H. Parker

Senior retail executive who has led global multi-billion businesses by taking companies to their next level by strengthening their positions in the market and developing distinctive strategies to achieve competitive advantage. Turnaround executive who specializes in maximizing the potential and opportunities of distressed companies; also specializes in providing professional business management to small entrepreneurial companies so they achieve their full growth potential:

In depth experience in merchandising, product development, international manufacturing, store operations and financial management within department, specialty and discount business formats. Keen understanding of financial key performance indicators so profitability is enhanced and maximized.
A corporate executive who has successfully transitioned to the Private Equity arena with an assertive style and a high achievement record.

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FORMAT CORPORATE

DEPARTMENT STORES

Macy’s: Menswear Buyer
May Company: Store Operations; Divisional Merchandise Manager {menswear, children’s wear, soft home}
Dayton-Hudson’s: Store General Manager; Divisional Merchandise Manager {menswear, young menswear, sporting goods and footwear}
Carson Pirie Scott: Senior Vice President Merchandising-Menswear, Intimate Apparel, Children’s Wear, Footwear

SPECIALTY STORES

Old Navy: Vice President of Stores and Operations for the Midwestern Zone
Banana Republic: Senior Vice President of Stores and Operations
Gateway: President and General Manager of Gateway’s Retail Stores

MASS MERCHANDISERS

Target: Divisional Merchandise Manager, Footwear
Kmart: Vice President of Marketing and Sales Promotion; Vice President Merchandising, Home Décor

FORMAT ENTREPRENEUR/INVESTOR

PRIVATE COMPANIES

Pharmaca, Integrative Pharmacy: Chief Operating Officer
Jeanomix {contemporary branded jeans and contemporary sportswear for men and women}

Turnaround: Case Study 1

TURNAROUNDS

CASE STUDY ONE

SITUATION

A large Midwestern Regional Department store {Hudson's} that encompassed 25 stores doing over one billion dollars in sales had one underperforming store that represented approximately 10% of the companies sales. The store's square footage allocation and merchandise mix were not geared for the target customer. Sales had declined for six straight quarters.

PROBLEM

Due to the poor performance of the store, corporate profits were lagging the top quartile of the Federated Department Store Group.

SOLUTION

A total review of the 300,000 square feet of the store was undertaken so square footage was reallocated among the core product drivers of the store.
Power businesses {cosmetics, women's sportswear, men's sportswear, women's accessories and soft home} became the focus for a customer whose psychographic profile preferred premium, name brand products in a visually appealing environment. This enabled the store to be the dominant department store in the Northland Mall.

RESULTS

Store sales grew from $90.0 million to $110.0 million over a two year period.
Bottom line contribution grew from 6% to 9% during the same time frame.
Corporate profits grew exponentially based on the store's contribution dollars.
Recognized as one of the top ten volume single stores within Federated Corporation.
Sales per square foot grew from less than $300 a foot to over $375.00 a foot.