Sales Real Estate

Don Keeble

Email: *********@********.***

Address: **** ************ ***.****

City: Wilmington

State: NC

Zip: 28403

Country: USA

Phone: 248-***-****

Skill Level: Director

Salary Range: $150,000

Willing to Relocate

Primary Skills/Experience:

See Resume

Educational Background:

See Resume

Job History / Details:

DONALD W. KEEBLE *********@********.***

5813 Wrightsville Ave. #179, Wilmington, NC 28403 248-***-****

SENIOR LEVEL RETAIL EXECUTIVE

Strategic Planning / Revenue Growth / Business Development / Turnarounds / Startups / Finance /

Change Management / Operations / Merchandising / Strategic Alliances / P&L / Multi-site /

Process Improvements / Profit Improvement / Market Penetration / Marketing / Logistics / Facilities

As a senior level executive at $500M Hilco, a leading service provider to the retail segment, and $40B retail leader Kmart, successful in driving strong, steady revenue, profit and market share growth in both expanding and contracting business cycles. Leading turnarounds, business unit startups, contributions can be measured by a solid positive impact on the top and bottom line.

CAREER HISTORY & SELECTED ACCOMPLISHMENTS

President, Global Executive Resources. Consulting practice providing retail consulting for expense reduction. brand development, organizational development, field operations, loss prevention, real estate strategy. 2012 a present.

Hilco Trading Inc. 2007-2011..$500M services & systems provider to the retail industry. Roles include:

CEO, Merchant Analytic Solutions division, 2009-2011. Tapped to launch startup division offering financial, analytic, reporting and other data solutions to leading retail chains. Built revenues from zero to $3.5M.

Launched new service offering to the retail industry. Cut shrinkage 35% and improved sales 5% for a regional drug chain. Due to segmentation in the retail service provider industry, no one company provided an end-to-end analytic solution for both improving sales and controlling shrinkage.

EVP, Hilco corporate, 2007-2009. Developed platform to market seven different company divisions to major retail chains.

Developed strategy to target retailers for Hilco. Seven separate divisions all vying for business from major retail chains lacked coordination and synergy, resulting in redundancies and missed opportunities. Devised strategy and created platform to maximize capture of cross-selling/value-add opportunities.

President, Global Executive Resources (GER), 2000-2007, and Consultant, Harvard Group International, (HGI) Advised HGI on developing a new practice in the retail sector. Launched a successful independent executive search firm, GER, targeting China retail chains.

Kmart Corporation, 1991-2000. $40B retail leader. Roles include:

President of Operations, 1999-2000. Directed all store operations for Big Kmart and Super Kmart. Responsibilities included real estate, construction, facilities management and capital improvements. Turned around the restaurant division, and launched convenience store division.

Drove 15 straight quarters of earnings growth. Kmart needed to reverse sagging KPIs. Developed alpha reporting system, measuring 153 expense categories at all levels from store to national. Leveraged performance metrics to drive process improvements. Cut total store expenses and compensation costs both 20%+. Boosted productivity 2.4 times to $188 sales per labor hour. Credited by the Wall Street Journal as a major factor in the companyas earnings turnaround.

Saved $20M with operating unit consolidation. Having separate field operations for Kmart and Super Kmart units was costly and inefficient. Directed reorganization, consolidating both units into a single regionalized group. Eliminated redundancies and reduced headcount. Improved efficiency and economies of scale with shared resources. Dramatically slashed travel and labor costs.

Directed $1.5B transformation initiative, upgrading 1,900 stores. Kmart needed to transform its traditional stores into Big Kmart. Developed five-year transition road map, focusing on controlling costs while minimizing disruptions. Executed each remodeling in under six weeks. Delivered transformation on time and under budget.

Engineered competitive response to Walmart. Achieved a 50% improvement against historical same-store results. Kmart was losing share in each market where Walmart opened stores. Developed a comprehensive operations, merchandising, pricing, marketing and store freshening plan to offset first-year hit to revenue and profits.

EVP, Store Operations, 1994-1999. Directed retail operations, restaurant division, real estate, construction, facilities management and capital purchasing. During an executive transition in 1994-1995, held dual role, taking on additional responsibilities as EVP, Merchandise while the firm conducted an executive search. Previously, SVP & General Merchandise Manager, Fashions and SVP Special Projects.

20% gain in profits at Kmart restaurant division. Division suffered two-year downward trend among 1580 stores (900 of them, Little Caesaras franchises). Brought in new management, upgraded menus, renegotiated distribution agreements, contracting with Little Caesaras for supply of all Kmart locations. Turned P&L from red ink to black.

Beat forecasts, repurposing 500 sites with innovative concept. Kmart owned large inventory of out lot locations. Directed team developing a business plan to utilize the locations as Big K Express convenience stores. Created woman-friendly C-store model, with focus on safety, bright lighting, promotions and strong business intelligence/pricing. New stores generated 30% improvement over pro formas and delivered sales boost three times plan forecasts.

Dramatic share growth in Hispanic markets. Produced 30% market share growth in El Paso, Texas test. Kmart lacked demographic-driven strategy for growing Hispanic market. Directed development of merchandising, marketing and operations plan for stores in Hispanic communities.

Reengineered distribution, cutting excess inventory $1B in one year. Inventory balancing deficiencies resulted in costly excess store and distribution center stocks. Tapped by CEO to implement new systems and draw down excesses. Revamped systems and replenishment criteria, focusing on best sellers.

SVP, General Merchandise Manager, Fashion, 1991-1994. Produced the highest profits in Apparel Division history. Successfully consolidated Apparel Division into one headquarters location and significantly reduced redundant overhead.

Successfully started an Apparel and Home Quality Assurance Department. Dramatically improved quality and fit standards for buyers and vendors.

Launched the Kathy Ireland swimsuit line. Exceeded forecast and introduced and developed a sportswear collection, sunglass and jewelry collection, hosiery collection, infants collection and maternity collection in a timely introduction with her pregnancy.

Increased sales 30% in Ladies Plus Size, Maternity and Big Menas categories. Increased floor space and developed a new sales and marketing plan to attract this important customer.

Developed a demographic buying organization. Focused the buying plan on Hispanic and African American assortments and pinpointed assortments to strategic markets including urban locations and inner city stores.

Earlier: Regional Vice President, District and Store Management positions.

AWARDS

Heart of America Foundation, Corporate Citizen Award.

EDUCATION

Bachelor of Science Business Administration degree from Columbus State University.

Executive MBA from the University of Michigan.

Certificate Program for Top Management in Retailing from the Harvard School of Business.

Certificate Program in Strategic Planning and Management in Retailing, Babson College.

PROFESSIONAL AFFILIATIONS

Past Board of Directors, Nautilus Corporation, member of Audit Committee, Compensation Committee and Governance Committee

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