Sales Management

MICHAEL S. VANIER

***** ** ****** ******* 503-***-**** (Home)

Beaverton, OR 97007 503-***-**** (Mobile)

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

Goal and result-oriented executive with history of exceeding all objectives by utilizing the attribute of innovation, current technologies, organizational, leadership, project planning, execution and communication skills. A proven action-oriented, diverse team player with a desire to maximize benefits by producing bottom line results, growing profitability, growing stockholder value, creating a unified company culture and utilizing industry best practices. PROFESSIONAL HISTORY

Oregon Mattress Acquisition Company (OMAC) Jan. 2015 – November 2015 Dba: Oregon Mattress Company (OMC)

Dba: Restonic Oregon

General Manager Jan. 2015 – November 2015

Oversaw and led the change management process within the transition from the old Oregon Rug and Mattress Company to the new company of Oregon Mattress Acquisition Company. Directly responsible for employee, vendor, dealer, brand and critical business partnership retention processes throughout the transition period. Led the new company sales forecasting and budgeting process. Part of three-person management team that oversaw the implementation of the enhanced lean manufacturing processes. Provided the ongoing leadership throughout the transition to ensure a smooth change management environment. Oregon Rug and Mattress Company (OMC) July 2009 – Jan. 2015 Dba: Oregon Mattress Company $6.2 Million in Sales Dba: BedCo Mattress Superstores

Principle Oct. 2010 – Jan. 2015

Developed, negotiated, implemented and executed the entire transaction for the sale of Oregon Rug and Mattress Company. Oversaw the negotiation process pertaining to the legal and financial structure of the transaction. Oversaw and insured due diligence process pertaining to all functional disciplines within the transaction (legal, financial, manufacturing processes, sales, human resources, federal statutory requirements, licensing, etc.).

Led all corporate functional partnerships including but not limited to: OMC’s corporate banking relationship, the partnership with AKT Certified Public Accountants, the national licensing agreement and partnership with Restonic Mattress, all trade relations, business retention and development processes.

Oversaw OMC's corporate banking relationship. Directly responsible for the implementation of two new banking/credit facilities reducing monthly debt service by over 50% and $150,000 in interest payments annually.

Daily management of all sales, merchandising, advertising, marketing, product development, dealer support, dealer negotiations pertaining to COOP, costing, product selection and the account management team. The OMC team achieved a 92% sales growth since 2009.

Received an award of recognition in February of 2012 from the President of the United States and the USDA for economic development, manufacturing success and job creation in rural America. The award was presented at a White House ceremony recognizing 20 companies and/or individuals from across the country.

By using strategic, tactical and operational planning processes along with industry best practices OMC implemented lean manufacturing principles, structured sales, marketing and advertising budgeting and forecasting tools where OMC realized a 17% increase in margins over the last three years.

Strengthened national Restonic partnership by leveraging OMC’s industry experience. Utilized the Restonic brand national advertising, point of purchase material and supplier purchasing programs to become one of the top licensed factories over the past six years. Vice President of Business Development Aug. 2009 – Oct. 2010

Oversaw all BedCo Mattress Superstores operations/corporate management, OMC wholesale sales/promotions, OMC and BedCo process innovation, advertising, marketing, public relations, corporate communications and OMC and BedCo budgeting/forecasting. Integrity Based Business Solutions, LLC May 2009 – Aug. 2010 CPG Consulting

President

IBBS was a consulting organization and process that leveraged its associates’ experience, known best practices, generally accepted business principles and delivered concise executable recommendations, processes and resources. The organization specialized in the retail, manufacturing, service and supply chain business sectors. The client engagement process utilized the best practices of the SWOT analysis methodology (internal strengths and weaknesses, external opportunities and threats). Conducted enhanced planning process that developed strategic, tactical and operational planning initiatives that delivered corporate long- term and short-term initiatives and industry best practices across all functional disciplines. Joe’s Sports, Inc. Oct. 1998 – April 2009

Formerly G.I. Joe’s, Inc. $330 Million in Sales

Operated 31 Retail Stores in Three States

Vice President of Merchandise Services Jan. 2000 - April 2009

(Promoted from Director of Replenishment, Category Management

& Merchandise Systems)

Member of seven-person executive management team which oversaw all corporate merchandising, marketing, advertising, store operations, financial, information technology, human resources, logistics and supply chain functional areas.

Part of the senior merchandise management team which oversaw two Merchandise Managers, one Director, thirteen Buyers, four Replenishment Buyers, six Merchandisers and administrative support staff.

Directed all business analytics in conjunction with corporate finance team ensuring proper inventory, sales, cash flow, and co-op forecasting.

Implemented co-op and VCR (vendor contribution resources) tracking and execution programs netting $13.2 million in vendor support or 7.5% of total annual purchases.

Implemented inflation mediation and vendor cost negotiation program resulting in $11 million in retail price increases to offset vendor cost increases resulting in net gross margin enhancement of 3%.

Oversaw the implementation and ongoing management of the E3 (JDA) scientific replenishment system seeing a net reduction in inventory of 19% and increased consumer service levels from 93% to 98%. Managed corporate relationship with JDA on all licensed software products.

Awarded the Project Manager of the Year award from JDA for the best E3 implementation in the year 2000. Served on JDA’s E3 advisory committee helping with software improvement and new releases.

Directed all replenishment demand forecasting, seasonal profiling, lead time forecasting, order policy analysis, service level analysis, open to buy, order approval processes and seasonal buy plans within replenishment that managed nearly 80,000 items within 31 locations equaling $175 million in purchases on a cost basis.

Leadership role in developing strategic initiatives at the corporate level and initiated the SWOT analysis (strengths, weaknesses, opportunities and threats).

Leadership role in directing the corporate initiative of enhanced planning that developed a strategic, tactical and operational planning tool.

Oversaw and implemented all third-party merchandise management agreements which included EDI initiatives (SPS Commerce), web-based catalogue (SPS Commerce), point of purchase reporting analysis tool (Edifice Information Management) and vendor extranet initiatives (GSI Commerce).

Worked directly with the private equity company that acquired Joe’s Sports in February 2007 on merchandise management process overview, cash liquidity modeling, inventory, purchasing, merchandise receipt forecasting and industry reporting requirements while serving on the Board of Directors.

Functioned as the facilitator of all merchandising and store operation planning meetings that determined corporate focus priorities for upcoming seasons, programs and initiatives. Portland Metro Store Operations Oct. 1998 – Jan. 2000 District Manager

Oversaw all store operations for nine G.I. Joe’s stores. Within this time period, saw a 6.1% comparable store sales increase and a reduction in sales to labor expense from 10.1% to 8.6%.

Oversaw the building and merchandising of one new store and three remodels in twelve months.

Managed nine store managers, eighteen assistant managers, and 36 department managers. Dreyer’s Grand Ice Cream May 1997 – Sept. 1998

Manufacturing, Distribution and Sales $1 Billion in Sales Northwest Headquarter Account

Sales Manager

One of a three-member management team that oversaw all Dreyer’s operations within the Oregon District that covered all of Oregon and Southwest Washington.

Oversaw all headquarter account sales with total annual sales of approximately $70 million, which equaled an increase of 27% over prior year sales.

Directly managed the Fred Meyer headquarter account with annual sales of $22 million per year, which equaled a 37% increase over prior year. Thrifty/PayLess, Inc. (Rite Aid) June 1994 – May 1997 Operated 1,007 Retail Drug Stores $4.8 Billion in Sales Director, Space Management Systems, Category Management, New Store and Remodel Merchandising

One of seven-member merchandising management team that oversaw all buying, promotional planning, pricing, product assortment and product presentation programs.

Directed department of 17 employees including Category Managers, Sales Analysts, Spaceman Technicians, Schematic Assistants, and clerical staff.

Created and facilitated Thrifty/PayLess, Inc.’s category management process that crossed all merchandise functional areas. The category management process developed strategic business plans including specific recommendations and category scorecards for pricing, promotion, presentation and product mix.

Directed and oversaw implementation of Thrifty Drug merchandise conversion which included the total product mix change, remerchandising and new store layout for all 463 Thrifty division stores in seven months.

Campbell Sales Company June 1986 – June 1994

A division of Campbell Soup Company $8 Billion in Sales Pacific Northwest Region

Territory Manager August 1993 - June 1994

(Headquarter Account Specialist)

Oversaw implementation and use of Spaceman III and financial analysis programs for the Pacific Northwest Region Frozen Food Division.

Called on Albertson’s headquarters which was the Pacific Northwest’s largest direct customer grossing $20 million dollars to Campbell Soup Company annually. Sales Specialist June 1991 - August 1993

(Headquarter Account Specialist)

Sales Representative June 1986 – June 1991

(Headquarter Account Specialist)

EDUCATION

California State University - Hayward Sept. 1984 – Dec. 1989

Majored in Business Administration

Options in Marketing and Public Relations

Minored in Speech Communication

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