PHARMACA INTEGRATIVE PHARMACY 2005-Present
Chief Operating Officer
The sales of the company were $35.0 for the 2004/2005 fiscal period. We're tracking towards $43.0 for the 2005/2006 fiscal period. The Board has approved six stores {2005}, ten stores {2006} and ten stores {2007}. By then, the company should be over $100.0 in sales, EBITDA positive and profitable.

My primary objective is to take the company from it's entrepreneurial state to growth and expansion and then to a publicly traded company.

Here are the roles and responsibilities that report to me:

• Merchandising
• Retail Operations
• Stores
• Planning and Construction
• Store Design
• Real Estate
• Pharmacy
• Growth and Expansion
• Bottom line Profit and Loss
• Business Strategies and Operating Plans

Work closely with Finance, Human Resources and Marketing to fully coordinate all work activities and strategic initiatives.

GATEWAY CORPORATION 2003-2004
President & General Manager, Gateway Retail Stores
Full P & L responsibility for a $1.3 billion business with 200 stores nationwide, 9 direct reports, 400 in management and 4,000 in staff. Successfully created and instituted the strategic direction and repositioning strategy to enhance profitability and brand image.

• Created the strategic direction to turnaround the performance and profitability of Gateway Retail stores. Repositioned the business from a "built-to-order" computer retailer to a broad-based and competitive retailer of consumer electronic and digital products.
• Completely transformed the company from a personal computer showroom into a true retailer. Developed the retail organization infrastructure to sustain long-term corporate goals.
• Recruited, developed, and directed a senior leadership team specifically focused to support the transformation from manufacturing-centric to customer-centric.
• Conceptualized, designed, and implemented a new store prototype in 6 months. Remodeled the entire 200-store fleet in record time (120 days), achieving targeted plan to become a consumer electronics retailer by Holiday 2003.
• Increased cash flow by $2.5 million by increasing gross margins, improving merchandise product mix, and stabilizing administrative and sales costs.
• Decreased operating loss by 50% in one quarter.
• Created Annual Operating Plan, which would have led to profitability by 2005.

BANANA REPUBLIC 2001-2003
Senior Vice President, Stores & Operations
Shared P & L responsibility for a $1.6 billion business, managing 6 direct reports for entire retail operation with 400+ stores nationwide, 2,000+ in management and 12,000 in staff. Directed all Staff Training and Development, Operations Management, Financial Management, Store Merchandising, and Marketing. Member of the Executive Management team. Reported directly to President.

• Reduced management expenses by $16 million annually by initiating a field reorganization program. Reinvested $7 million into the customer shopping experience, increasing the number of sales people on the floor and differentiating Banana Republic from its competition.
• Revamped management team, doubling zone V.P.s to 4. Increased control on operations side of the business at headquarters. Achieved a much stronger management leadership team.
• Developed a new store prototype to enhance brand identity and image. Successfully launched 10 stores, saving $12 per square foot.
• Co-conceptualized and instituted a loss-prevention strategy, reducing returns by $80 million and shrinkage by .5%.
• Reversed a below-average customer satisfaction rating into a positive trend in less than 2 years.
• Analyzed square footage productivity and determined strategies to maximize 3.3 million square feet of retail space.

• Directed a $1.2 billion retail business in 15 states: 125 stores, 720 managers, 6,000+ in staff.
• Key senior decision maker in the company's enormous growth from $1 billion to $5 billion.
• Increased volume for Midwest zone from $300 million to $1.2 billion. Midwest zone was #1 in comp sales increases for 1998 (30%) and 1999 (24%).
• Developed overall geographic marketing plan, enabling the company to secure the most visible and profitable real estate sites, supporting corporate growth and development.

K-MART CORPORATION Volume: $30 billion 1989-1996

Corporate V.P. & General Merchandise Manager, Home Décor
  Volume: $2.6 billion
Corporate V.P., Housewares, Pets & Books
  Volume: $1.3 billion
President, Readers Market, Books & Magazines Division
  Volume: $500 million
Corporate V.P., Sales, Marketing & Advertising
  Volume: $30 billion

• Increased sales $150 million for the $2.6 billion Home Décor business -- despite industry-wide decline.
• Strengthened K-Mart's position as the #2 discounter in a highly competitive market.