SVP & Chief Merchandising Officer @ Kangaroo Express, an operating trade name of The Pantry, Inc.
Vice President Merchandising @ Big Lots
Vice President / General Merchandise Manager, Household Products @ Family Dollar
An accomplished executive with domestic and international experience in leading teams of professionals to new levels of success in highly competitive industries. Results oriented, decisive leader, with a compelling track record in managing diverse merchandising categories and a multi-billion dollar P&L in the Dollar channel. Proven ability to successfully analyze an organization's critical business requirements, identify opportunities,
An accomplished executive with domestic and international experience in leading teams of professionals to new levels of success in highly competitive industries. Results oriented, decisive leader, with a compelling track record in managing diverse merchandising categories and a multi-billion dollar P&L in the Dollar channel. Proven ability to successfully analyze an organization's critical business requirements, identify opportunities, and develop innovative and cost-effective solutions to enhance market position and increase revenue and profit.
SVP & Chief Merchandising Officer @ Member of the ELT (Executive Leadership Team) which was responsible for enhancing shareholder value 306% in eighteen months. Advancing the stock price from $12 per share to a merger share price of $36.75.
Accountable executive for the company’s Merchandising, Marketing and Supply Chain business units. Responsible for $1.9 billion P&L representing 75% of the company’s profitability. Grew comparative store sales by an annual average of 3.0%, expanded merchandise margin rate by 20 basis points, improved inventory turns by 6.5% and grew company EBITDAF (profit excluding fuel volatility) by $18 million.
Restructured the Merchandising and Marketing department by redefining management and personnel roles, reengineering key merchandising processes and upgrading essential management positions with industry leading talent.
Developed a five year merchandise strategy focusing on increasing sales, average transaction and customer traffic. The strategy restructured the company’s pricing and promotion tactics in key destination categories to drive top line sales. The strategy drives a higher merchandising gross margin rate by increasing the penetration and yield of proprietary food service merchandise.
Directed the evaluation and restructuring of the company’s supply chain and distribution model with $30 million in COGS savings over 5 years.
Refocused the company’s marketing and advertising framework from general brand awareness to a direct customer interaction and customer traffic strategy. Redirected marketing spend to focus on reaching the customer at trip and purchase decision points thru direct mail offers, highway billboards, drive-time radio and omni-channel offers via smartphone applications, SMS texts and email promotions. From June 2013 to Present (2 years 7 months) Raleigh-Durham, North Carolina AreaVice President Merchandising @ Led merchandise executives in developing the company’s three-year strategic merchandise plans. Repositioned the merchandising portfolio to drive market differentiation and competitive advantage. The two prong strategy included the expansion of consumable categories and the introduction of new transaction tender (EBT) to increase customer trips. The strategy also developed three high margin and high basket lines of business, Furniture, Home Décor/Domestics and Gourmet/Specialty foods and deemphasizes lower turn, lower margin and higher risk categories such as Toys, Electronics and Apparel. The strategy is delivering $540 million in incremental sales while maintaining the company’s margin rate.
Managed the company’s Food & Beverage division. Responsible for a $1 billion P&L. Achieved an average 3.5% comparative store sales. Expanded margin rate by 25 basis points by growing direct imports of seasonal candy and international foods. Reduced the company reliance on closeout merchandise by expanding replenishment SKUs, providing a more consistent customer shopping experience and increasing the company’s customer count by 0.5%. From May 2011 to June 2013 (2 years 2 months) Columbus, Ohio AreaVice President / General Merchandise Manager, Household Products @ Providing strategic direction and management to Divisional Vice Presidents and Buyer teams to drive growth momentum and achieve long range market position while meeting annual sales, margin and inventory performance goals.
Managing executive for the Household Products division, which is the company’s largest division consisting of key destination categories including: Laundry, Cleaning, Paper, Pet, Organization, Storage, Closet, Furniture, Automotive and Hardware. Responsible for $3 billion in revenue, 35% of the company’s P&L. Achieved 10.2% annual revenue growth, 47 basis point market share growth and 24 basis point margin rate expansion.
Developing global sourcing initiatives in the Household Products division. Lead merchant groups on overseas sourcing trips and international trade shows. Directing the qualification and development of long term supplier relationships in Asia, South America and Eastern Europe for seasonal and commodity merchandise. From September 2010 to May 2011 (9 months) Vice President GMM Food & General Merchandise @ Strategically repositioned and re-launched the company’s food, beverage and candy businesses by proactively responding to new consumer behavior patterns. Directed the redevelopment of assortments, the introductions of new merchandise lines and marketing and advertising campaigns. Grew division revenue by 72%, inventory turns by 28% and margin rate by 131 basis points over four fiscal years.
Managed the growth of the company’s General Merchandise division (Automotive, Hardware, Toys, Electronics, Prepaid Solutions, Stationary/Office Supply, Seasonal and Lawn & Garden). Grew division revenue by 8.2%, inventory turns by 19.6% and margin rate by 147 basis points over two fiscal years. From 2006 to 2010 (4 years) Vice President Merchandising Strategy & Operations @ Sponsored a product development and quality control function to advance Family Dollar’s on trend merchandise imports. The program integrated best practices in product design, manufacturing, packaging, quality control and social compliance into every Family Dollar brand. The program impacted $1.6 billion of imported merchandise on a cost basis.
Provided strategic vision and sponsorship to the company’s process improvement and re-investment portfolio. The ongoing re-engineering of the company’s end-to-end planning framework led to significant improvements in category management and retail space productivity. From February 2004 to November 2006 (2 years 10 months) Divisional Vice President, Supply Chain @ Conceptualized and directed the implementation of key decision support tools. The introduction of a merchandising and supply chain data warehouse facilitated the standardization of data and key performance indicators among various business units. A new transaction level basket analysis led to superior customer insights resulting in profitable merchandising and advertising programs and a 50 basis point market share gain in the mass/discount channel. From May 2002 to September 2004 (2 years 5 months) Principal @ Pioneered and developed the company’s business consulting function.
Directed all aspects of business consulting operations including recruiting, business development, client, & partner relationships and oversight of strategic client engagements.
Delivered $8.4 million in revenue during the first year of operations, exceeding business unit financial plans by 40% and continually posting profits from date of inception.
Responsible for the development and management of alliance relationships with key integration partners including; Arthur Andersen, Accenture, Sapient, CGEY, PWC and Cambridge Technology Partners.
Advised C-level client executives on e-commerce and CRM strategies, operations and planning processes, investment priorities and resource and capital requirements.
Select clients included Saks Fifth Avenue, Harley Davidson, Publix Supermarket, Belk Department Stores, Companhia Brasileira de Distribuicao (Pão de Açúcar, Extra, Extra Eletro) and Carrefour. From 2000 to 2002 (2 years) Consulting Manager @ Key member of the Supply Chain practice management group with key expertise in retail, consumer goods and manufacturing sectors. Served as subject matter expert to C-level corporate executives and managed key business transformation and technology enablement initiatives.
Managed the re-engineering of strategic sourcing and procurement processes at a major telecommunications company with annual MRO spend of $524 million. Pioneered a supplier rationalization strategy and the implementation of an e-procurement framework reducing annual spend by $52 million. A rapid sourcing assessment, consisting of contract audits, third party and non-contract benchmarks, and the development of standardized item specifications, yielded results in 14 months.
Designed an inventory reduction strategy for a major home improvement retailer. The strategy improved the retailer’s inventory turns and GMROI performance by dramatically reducing aged inventory. The program incorporated a comprehensive vendor buy back program and inter-store transfer tactics targeting $34 million in cash flows.
Responded proactively to business growth by recruiting and mentoring new consulting associates and managers. Directed recruiting alliances with leading supply chain universities to garner top talent. Oversaw the development and management of a retail supply chain knowledge repository and pioneered standards to leverage intellectual capital internationally. From July 1998 to April 2000 (1 year 10 months) Procurement & Logistics Manager @ Managed a team of engineers and procurement managers in the development and implementation of a dynamic inventory management program. The program’s function was to guide procurement quantities of Active, Optic and Passive components for IBM’s AS400 production (Average annual inventory $150 million). Processes and technology enhancement optimized order setup costs, inventory carrying costs and transportation costs. The program was later adopted by other IBM global procurement functions and was integral to supplier sourcing strategies and annual contract negotiations. Improvements to component pricing, minimum order quantities, vendor multiples lots and manufacturing liability yielded $44 million in annual cost reductions. From May 1997 to June 1998 (1 year 2 months)
MBA, Supply Chain Mgmt @ University of Tennessee-Knoxville - College of Business Administration From 1996 to 1997 Boris Zelmanovich is skilled in: Global Sourcing, Supply Chain Management, Cross-functional Team Leadership, Retail, Strategy, Contract Negotiation, Supply Chain, Strategic Sourcing, Merchandising, Management, Product Development, Negotiation, Process Improvement, Sourcing, Inventory Management
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