Customer Service Manager

ROBERT G. MCGEE

*** ********* *****

Moraga, California 94556

Home: 925-***-**** Cell: 925-***-****

*******@***.***

PROFILE

Senior financial and operational executive with US and international success in Consumer Product Goods,

Retail, eCommerce, Wholesale and Manufacturing sectors. Experience r anges from start-ups to large

corporations. Hands-on orientation emphasizing strategic planning, f inancial management and controls,

process re-engineering, top-line growth, bottom-line success and team development.

PROFESSIONAL EXPERIENCE

WORLD OF GOOD, INC. – Emeryville, California . - Venture backed start-up company designing,

importing, and distributing fair trade products via multiple wholesale and e-commerce channels. Reported

to CEO and Board of Directors.

2007 to 2009, Chief Operating Officer/Chief Financial Officer

Hired as first fulltime person in the role as Company began to experience the effects of growth while

significantly missing revenue targets. Led d aily operations of the Company with direct responsibility for

finance and accounting, internal and external reporting and analysis, cash flow planning and management,

investor and lender relations, banking, stock options administration, and risk management along with

information technology, distribution, supply chain, customer service, and human resources. 5 direct reports

and 20 total team members.

Decreased monthly cash burn from $255k to $95k by implementing spending controls,

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consistent reporting, and training on all aspects of the operation

Reduced days-on-hand inventory by 90 days through improved analysis, cross- Company

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planning, and improved supply chain management

Improved gross margin from 38% to 42% through improved controls, WMS

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implementation, decreased airfreight, and duty rate pre-classification

Increased Working Capital Lines of Credit from $1.1M to $1.8M by delivering on

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commitments and regularly communicating with lenders

Improved Days Sales Outstanding by 10 days despite growth of 400 customers by

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improved credit check procedures, regular reporting and analysis, and training of staff

Successfully conducted and closed a $1.25M equity raise in 2008

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BIRKENSTOCK DISTRIBUTION USA, INC. – Novato, California. $70M distributor of brand name

footwear via specialty retailers, department stores, web-based businesses, and its own e-commerce site.

Reported to CEO.

2006 to 2007, Consultant

Hired to evaluate the feasibility of and plan outsourcing of distribution, with additional benefit of

downsizing real estate. Created project plan, managed its implementation, secured new offices, and

relocated Company. Managed ERP provider to resolve post-implementation issues and completed a

company-wide procedural and controls review. Both projects were completed on-time and within budget.

Selected third-party d istribution provider (UPS- SCS), negotiated contract and key

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metrics, and established operating protocols between both Companies with an

approximately 15% annual savings in expense

Relocated approximately $20M of existing inventory from California to Kentucky with

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essentially zero customer service impact

Decreased office occupancy costs by 50% by selecting and manag ing real estate broker,

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architect, and general contractor and negotiating all agreements and leases for new office

space and relocation

J.J’S MAE, INC. – San Francisco, California. $125M importer and manufacturer of apparel for

discount, mid-tier, and specialty retailers, including WalMart, Target, and Kohl’s. Reported to CEO.

2004 to 2006, Chief Operating Officer

Promoted to lead all facets of company operations when President resigned. Direct reports included finance

and accounting, technical design, sourcing, production, distribution, customer service, information systems,

and human resources. 10 direct reports and 70 total team members.

Improved gross margin for 18% to 20% by converting business model to full-package

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importer

Achieved a $4.0M fixed operating expense reduction by restructuring organization to

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reflect new supply chain model

Established relationships in Asia, Middle East, Central America, and Central Europe by

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utilizing contacts in the industry

Reduced occupancy expense 70% by relocated Company’s main offices

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Implemented n ew, organization-wide enterprise resource system

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1999 to 2004, Chief Financial Officer and Vice President Operations

Selected as first CFO in Company’s history to bring a more strategic, metrics and analytical approach to

Company’s planning, operations, and growth. Directed all accounting activities, financial controls, cash

management, budgeting, reporting, lending/credit relationships, benefits, and risk management programs as

well as continuing to lead Operations departments. 8 direct reports and 90 total team members.

Oversaw growth in company revenue from $70 million to $125 million

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Improved inventory turnover from less than 3 times per year to over 5 times per year by

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introducing reporting, redesigning production planning, and installing purchasing

controls

Reduced insurance expense by 40% by reducing exposures, consolidating coverages, and

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negotiating with broker

Directed and negotiated relocation of primary distribution center from San Francisco to

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San Antonio reducing payroll, taxes, rent, and freight expenses

Increased number and amount of Company’s credit lines by delivering on commitments

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and regularly communicating with lenders

Established letter of credit facilities to support growing international production

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1997 to 1999, Vice President of Operations

Promoted to increase efficiencies and coordination between operations departments. Directed distribution,

quality assurance, facilities management, and governmental compliance programs. 6 direct reports and 70

total team members.

Reduced manufacturing expenses 40% by establishing a related-party manufacturing

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facility in Mexico for all non-domestic production

Avoided $2.0M in potential duty liabilities by creating customs compliance program in

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conjunction with U.S. Customs and Border Protection

Relocated domestic production and distribution facilities to one centralized location

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reducing all related expenses

1996 to 1997, Director of Production

Recruited to revamp operations of Company’s domestic-based production in San Francisco and Los

Angeles. 5 direct reports and 10 total team members.

Eliminated Company’s two-month backlog of deliveries within first six months by

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introducing capacity planning model and training sales and production teams

Established human rights compliance program in conjunction with U.S. Department of

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Labor by meeting with San Francisco agents and inviting their involvement

Implemented programs to meet standards for Nike’s Quality Assurance organization

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creating opportunity to attract and retain new customers

MERVYN’S, a division of TARGET CORPORATION – Hayward, California. (1991 to 1996) A $4.5

billion, 265-store mid- tier retailer.

1995 to 1996, Manager Inventory Accounting and Analysis

Directed physical inventory preparation, counts, reconciliation, and reporting for all stores and distribution

centers. Managed relationship with two external inventory services. Maintained stock ledger integrity

through activity-based balancing and reconciliation for all systems that fed into the stock ledger. 5 direct

reports and 8 total team members.

Shortened reconciliation and reporting process from an average of 4 weeks to

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approximately 2 w eeks by accelerating data transmission and training staff

Achieved a $9.0M reduction in shortage in first year by fostering cooperation across

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Finance, Stores, Distribution, and Asset Protetion

Participated in new systems and Finance best practices development with counterparts at

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Target Stores and Dayton-Hudson Department Stores.

1991 to 1995, Manager Merchandise Planning and Analysis

Managed annual goal and budget setting for the buying and merchandise allocations teams and coordinated

with multiple departments as part of the goal-setting process. Directed monthly forecast, analysis, and

reporting and worked with corporate staff to ensure their understanding of the Company’s current

performance and future expectations. Worked directly with CEO, CFO, and Senior V.P. of Merchandising.

7 direct reports.

Revamped annual planning process to allow Operations areas to better match their

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financial and operating plans with the Merchants’ revenue plans

Led Company wide effort to decrease inventory and increase turnover resulting in an

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improvement in one year from 2.5 times per year to 4.0 times

Early Career (details on request);

• Store Manager, Ross Stores, Marshall’s, and M.M. Cohn

• Operations Manager, Arkansas Symphony Orchestra

EDUCATION

St. Mary’s College – Moraga, California

Masters of Business Administration

Arkansas State University – Jonesboro, Arkansas

Masters of Music Education

Michigan State University – East Lansing, Michigan.

Bachelors of Music

CURRENT PROFESSIONAL AND VOLUNTEER AFFILIATIONS

Financial Executives Networking Group; Silicon Valley Association of Startup Entrepreneurs; President,

Board of Directors for Wardrobe for Opportunity – O akland, California; Advisor, Inner City Advisors –

Oakland, California; Chairman, Advisory Council and Founding Member University of Idaho Professional

Ethics Institute

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