Growth and Expansion of Entrepreneurial Businesses

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}

TRANSITION FROM A CORPORATE EXECUTIVE TO AN ENTREPRENEUR

The key ingredients for a successful transition from a senior corporate executive to an entrepreneur are:

Create an empowering climate for new ideas
Encourage experimentation
Foster and develop a sense of being an owner of the business
Provide a clear business context of what is to be achieved
Encourage the right kinds of innovation
Take the risk and invest your own money into the business venture

Bill has invested a significant amount of capital into the growth and development of Pharmaca, Integrative Pharmacy along with, "Highland Capital, Richard L. Scott Investments, Great Spirit Ventures, Arthur Blank and other illustrious Private Equity Groups and wealthy individuals.

When recruited by a billionaire entrepeneur and Principal Owner of a large private equity group to become the CEO of a new start up {JEANOMiX, a premium denim and contemporary sportswear company}, Bill was able to invest and own approximately 10% in the new company. "Tara Jayde LLC" was formed whose purpose was to invest in developing entrepreneurial growth companies and urban residential properties located in key Metropolitan cities.

Bill was recruited by a Billionaire Entrepreneur and Principal Owner of a large San Diego based Private Equity Firm to become the CEO of a new apparel start up company. The company specialized in premium denim and contemporary sportswear for men and women that was showcased in a saloon style store environment.

ATTRIBUTES OF AN ENTREPRENEUR

Drive and Energy Level: Ability to work long hours for sustained periods of time.
Self Confidence: A belief in myself and my abilities to achieve the goals and a sense that events in my life are self-determined.
Setting Challenging but Realistic Goals: The ability to set clear goals and objectives that are challenging, yet realistic and attainable.
Long Term Involvement: A commitment to projects that will reach completion in four to seven years and to work towards distant goals. That means total dedication to the business and to attaining these goals.
Using Money as a Performance Measure: Money in the form of salary, profits, or capital gains should be viewed more as a measure of how the company is doing rather than as an end in itself.
Persistent Problem Solving: Must have an intense and determined desire to solve problems toward the completion of strategic initiatives.
Learning from Failure: Understanding the entrepreneur's role in a failure can be instrumental in avoiding similar problems in the future. A failure should be disappointing, but should not be discouraging.