Supply Chain Product Development

Bellhaven Consulting KENNETH GREEN

*** ********** **** ****: +1-610-***-****

Phoenixville, PA 19460 ac0bm1@r.postjobfree.com

www.linkedin.com/in/ken-green

Executive Profile

International retail executive who creates shareholder value through deep expertise in apparel design and construction and factory loading optimization. Track record of developing strategic end-to-end supply chain solutions and consistently demonstrating the ability to originate strategies that increase EBITDA and EBITDA margins. Unique skill set has been on display with world class retailers including David’s Bridal, Limited Brands and Nygard International. Viewed by peers as an executive who works collaboratively and cross-functionally to achieve outstanding results. Key strengths include:

Global Sourcing

Process Improvement

Change Management

Profit Improvement Strategies

Supply Chain Optimization

Strategic Business Analysis

Apparel Engineering

Cross-Functional Collaboration

PROFESSIONAL EXPERIENCE

Bellhaven Consulting, Pennsylvania 2013 – Present

President

Achievements

Mundi Westport Corporation: Advisory Board Director since 2013 of this profitable privately owned company. Advised on business strategy and installed a first sale program, reducing import duty by 3%.

Tower Brook Investments: Consulted on the purchase of national retail company and reduced product cost by 15%, saving $15 million per year.

Urban Outfitters: Consulted on product development and global supply chain strategy and execution.

Simply Bridal: Consulted on supply chain strategy and execution, reduced costs by 20% by rationalizing and repositioning the supply chain.

Black Tie – Brazil: Consulted with Black Tie, a 30-year-old premier retail bridal brand. Restructured debt and reduced SG&A costs by implementing organizational changes. Introduced lower cost sourcing. Returned company to profitability,

Akataasia Clothing: New company startup with which I have worked from the original green field development stage. Company is still in a pre-profit stage.

Janice Martin Couture: This was a loss making mature design couture business where I developed successful strategies to grow the business and profitability. Grew sales by 3%, installed new financial system that accurately reflected true costs and allowed correct project costing. Company made more than 7% in net profit in 2016.

Guest Lecturer at Delaware University: Taught degree course on Fashion & Merchandising with subject matter covering “The Current US Retail Environment”, “The Role of the Next Generation of Managers”, and “The Characteristics of World Class Companies”.

David’s Bridal, Conshohocken, PA 2002 – 2013

$900+ million national bridal retailer with 300+ international stores. Senior Vice President of Global Sourcing and Manufacturing Achievements

Developed global sourcing strategy for each brand and total company, leveraging the full buying power of each brand and the total company. Increased IMU (Initial Markup) from 73% to 78%.

Developed product development procedures and brand standards for all group companies. This improved overall execution, improved product quality and first time execution, reducing new product cycle time by 25%.

Successfully turned around unprofitable domestic manufacturing into profitable business units by rationalizing from 12 factories to 6. Improved factory planning and loading procedures by creating a data dashboard to better control operations.

Kenneth Green

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David’s Bridal (continued)

Originated a China Strategy that kept cumulative cost increases to less than 3% in total for a 10-year period when the average cost increase per year elsewhere in this period was 5% to 10%.

Established first sale program which produced duty savings of $1.5 million per year.

Created global fabric buying procedures that leveraged company’s full buying power, saving $1 million per year on fabric costs.

Successfully converted total company from Letter of Credit terms to wire transfer payments for all products, saving $500,000 per year.

Reduced Far East operating costs by $3 million per year by relocating back office and product development functions from Hong Kong to China. Created collaborative teams composed of Hong Kong staff and local Chinese staff to leverage the knowledge of Hong Kong and labor cost of Chinese staff.

Developed two new low cost sourcing countries: Sri Lanka and Vietnam, limiting exposure from China and reducing product costs by 3%.

Repositioned global sourcing strategy, transferred domestic production offshore, and saved $3 million per year.

Converted two distribution centers to free trade zones, reducing inventory value by 16%, and brokerage costs by

$250,000 per year.

Financial and Operating Leadership

Responsible for global sourcing strategy and all supply chain execution (price, quality, brand standards, logistics and deliveries).

Financial responsibility for all Far East operations and execution from 2002 to 2013.

Board member of three profitable Far East joint venture companies for 10 years.

Collaborated with overseas buying office in design and implementation of a made-to-order production fulfillment model that provided a 25% increased assortment offering with no incremental inventory investment.

Achieved 98% execution level for quality and delivery for 10 years. Team Building and People Development

Created seamless end-to-end supply chain solution from product development through bulk deliveries by creating cross-functional teams composed of both US-based staff and Far East-based staff.

Established business operating guidelines and standards for each brand and business. This created consistent product quality and predictable consistent product procurement cycle times.

Developed individual training and career development plans for each team member. Business Process Reengineering

Developed groundbreaking national size study of U.S. population using body scanners. This was the first size study to use body scanning to give customer posture as well as size data to a 95% accuracy level. True statistical size data enabled size and fit corrections to be made more efficiently and effectively. After the study, turned it into a multimillion dollar profit center from a loss maker due to data driven size and fit improvements.

Created single-color environment that completely eliminated the need for shade bands. This resulted in a

$3 million reduction in inventory of finished goods.

Institutionalized use of standard body forms and fit globally to achieve perfect fit consistency from product development to bulk delivery of finished goods. This created a major competitive advantage, enabling company to build a 35% market share.

Limited Brands, Inc., Columbus, OH 1997 – 2002

Multi-billion dollar national women’s retailer with 3,000+ locations. Vice President of Manufacturing and Sourcing

Achievements

Established global sourcing capability in three divisions from green field situations.

Responsible for Global Sourcing and all supply chain relationships and performance. Kenneth Green

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Limited Brands, Inc. (continued)

Increased IMU margin from 66% to 71 % in all three divisions by rationalizing and restructuring supply chain and sourcing strategy.

Reduced customer returns by 2%, saving $3 million per year.

Developed collaborative/cross-functional working environment. Business Expansion

Created brand quality standards and procedures for all products.

Rationalized supply chain and reduced product cost by 5%.

Built sourcing and technical teams in three divisions.

Established processes and procedures from product development through bulk production. People, Process & Performance Improvement

Established and trained sourcing and technical teams in three divisions.

Defined clear roles and responsibilities for each team member.

Improved operational efficiencies to 98% execution levels.

Developed product standards for each product type.

Established transparent communications by scheduling regular cross-functional briefing meetings to ensure company goals and plans were understood by all team members.

Provided individual training and career development plans for each team member. Nygard International, Inc., Winnipeg, Manitoba, Canada 1995 – 1997

$500+ million leading fashion company that designs and markets women’s clothing. Vice President of Operations

Achievements

Developed comprehensive global sourcing strategy for total company and each brand. This increased IMU margin by 10% to 70%.

Responsible for two domestic production factories. Successfully converted one to a just-in-time automated manufacturing production system from cutting to shipping of finished goods in under an hour.

Achieved 4% improvement in fabric utilization by better use of computerized lay planning and width geometry.

Achieved 10% reduction in trimming and accessory costs.

Installed just-in-time purchasing system, reducing inventory levels and capital employed by 50%.

Using N.A.F.T.A., developed Mexico as a source of supply.

Successful negotiation of China business from Letter of Credit to electronic funds transfer payments. Business Expansion

Established two new sourcing countries, Mexico and Sri Lanka. Reduced product lead time by 25% sourcing from Mexico, and reduced product cost from Sri Lanka by 5%. Early Career:

Divisional Managing Director at one of the largest, most successful apparel companies in the UK. Company had interests in retailing, domestic manufacturing, offshore manufacturing, importing and global sourcing. EDUCATION

Manchester Metropolitan University – England

Undergraduate Degree: City and Guilds of London

Graduate Courses: City and Guilds of London

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