Richard M. Owen

E-mail: acz1wx@r.postjobfree.com * Campden Lane

Mobile: 631-***-**** Commack, NY 11725

SUMMARY

Accomplished senior executive with over 35 years of experience in worldwide manufacturing, operations, brand merchandising and supply chain management. Trusted leader, proven change agent and strategist with the ability to analyze and interpret situations quickly; implement viable solutions that consistently deliver positive results. A proven innovative business leader with highly developed motivational and communication skills.

EXPERIENCE

RMO & ASSOCIATES CONSULTING GROUP

NEW YORK, NEW YORK March 2015-Present

FOUNDER and CEO

Creating, implementing and managing cost saving supply chain solutions for small and mid- sized companies.

SUNDANCE CATALOG Consulting Project

SALT LAKE CITY, UTAH July 2015-Present

Supply Chain Advisor

Collaborated with the CEO to provide sophisticated and efficient Supply Chain strategies and solutions to support the company’s 3-year business plan growth in apparel, home furnishing, jewelry, accessories and footwear businesses.

Worked closely with the company’s senior management to quickly identify current business landscape and address immediate needs

Developed viable and practical detailed operational plans and structure that reshaped the company’s Sourcing process from product development through distribution activities.

Provided hands on implementation of my developed Sourcing strategies and structure resulting in a savings of over 1 million dollars in the initial 12 months of the project

Streamlined the company’s manufacturing base to; enhance speeded to market opportunities, create standardization of product fit, enhancing gross margins, while providing operational improvements and maintaining highest product quality standards

Built the foundation for a robust Sourcing Group to support the company’s current and future growth

CACHE, INC.

NEW YORK, NEW YORK April 2013-March 2015

EVP, Supply Chain Operations

Reporting directly to the Chairman and CEO, member of the company’s Executive Committee.

Management of the company’s worldwide supply chain, to include; product development, fabric purchasing, sourcing, manufacturing, quality assurance, logistics and distribution.

Implementation of PLM software companywide to enhance product development activities; effectively reducing product development lead-times from 12 to 8 months.

Enhanced speed to market opportunities utilizing domestic manufacturing opportunities.

Consolidated company’s distribution network saving over $1.0M in the initial year.

Redefined manufacturing base to enhance margin and streamline communication.

Restructured manufacturing and technical design teams to meet the evolving store product needs.

Established vendor compliance procedure manual to standardize product presentation

EXPERIENCE continued

TANNER COMPANIES, LLC

NEW YORK, NEW YORK July 2008-March 2013

President, Tanner International

Member of the Executive Committee, reported directly to the owner.

Management of the company’s worldwide supply chain, to include; complete management of the company’s fully owned and operated 300 worker factory in Ningbo China, sourcing offices in Hong Kong and Italy managing the development and quality of fabrics and finished products, logistics and the company’s North Carolina distribution center.

Responsible for store operations and planning for company’s 10 regular and 12 outlet stores

Consistently pushed through old paradigms to shorten production lead times by 40%.

Reduced manufacturing costs by creating standardized operational procedures for more effective product flow through the factory.

Managed fabric and trim inventories. Planned and executed programs to utilize excess fabric and trims for company owned retail stores and promotional offerings for the sales team. Reduced excess year over year by 10%.

Consolidated and negotiated shipping contracts to establish one global carrier; reduced shipping lead times by 20% while keeping costs constant.

Restructured planning and distribution teams to be more responsive to the needs of the sales and marketing teams. This resulted in higher availability of products, shorter delivery time to our customers, lower raw material, and finished goods markdowns.

INTERMIX, INC.

NEW YORK, NEW YORK July 2007-June 2008

Vice President, Supply Chain

Reported directly to the two Principals, responsible for all product sourcing, logistics, quality and distribution.

Responsible for store operations along with budget and staff planning for 22 specialty stores

Developed distribution system to allow new products to ship daily to each store location in coordination with financial inventory plans.

Established centralized purchasing for non-apparel items utilized within all stores.

HALMODE APPAREL/DORBY GROUP (Division of the Kellwood Company)

NEW YORK, NEW YORK February 2004-June 2007

Chief Operating Officer

Managed two Kellwood companies including: all product development and brand merchandising activities for 15 labels, manufacturing and sourcing of all product categories, logistics, customer service, quality control and 2 distribution centers; FOB value $175M with 12 direct reports; full budgetary and costing responsibility.

Removed $7 million in development costs by moving product development activities to Asia.

Transformed Dorby Group’s business process from CM to FOB full package, saving $4 million in fixed overhead costs through this business restructuring.

Consolidated and moved Dorby group’s warehouse into a Kellwood owned facility, increased shipping efficiencies and reduced shipping costs. Annual distribution and freight savings $1.5 million.

Enhanced margins by 8 percentage points through streamlining divisional sourcing activities.

EXPERIENCE continued

KASPER A.S.L., LTD

NEW YORK, NEW YORK October 2001-December 2003

Senior Vice President Worldwide Operations

Managed worldwide supply chain including manufacturing, sourcing, quality control, transportation, overseas offices, company owned Chinese factory and domestic distribution center. Reported directly to the Chairman and CEO.

Responsible for $300 million FOB with 10 direct reports and 1400 overall employees.

Removed $10 million in manufacturing cost, $5 million in distribution cost, $1 million in transportation cost and $1.5 million from company’s Asian merchandising office within first 12 months.

Removed $2 million in back room cost by successfully transferring product development activities to manufacturers in Far East.

Successfully reduced company’s product development cycle time to 8 months from 11 months.

Consolidated manufacturing base by 25% within first 12 months.

Reduced finished goods inventories by 30% year on year in first 12 months.

Developed and implemented global Human rights compliance program, contractors’ compliance manual and quality control procedures.

LIZ CLAIBORNE INC

NEW YORK, NEW YORK March 1987-September 2001

Vice President Manufacturing Integration and Operations (1998-September 2001)

Successfully directed the transition of manufacturing activities into Liz Claiborne network, allowing newly acquired companies to achieve enhanced margins, improved quality and optimized deliveries.

Conducted complete evaluation of operation systems of all new acquisitions; Lucky Brand Jeans, Laundry by Shelli Segal, Sigrid Olsen and Monet Jewelry and developed financial, strategic and organization plans to support restructuring and future growth.

Provided ongoing operational support to each business unit.

Vice President Corporate Manufacturing Operations (1989-1998)

Managed all worldwide manufacturing sourcing and operations for all labels.

$800 million FOB with 12 direct reports.

Created and implemented a manufacturing strategy that resulted in factory consolidation, from 550 to 275, resulting in reduced overhead, enhanced margins improved quality and timelier deliveries.

Developed financial and staffing budgets for overseas offices and agents to support manufacturing growth.

Set up production offices and agents in developing countries to support expanding manufacturing requirements without disruption of current manufacturing needs.

Established quality assurance centers that supported the manufacturing base ensured only first quality shipments and reduced quality costs in NJ warehouses.

Established corporate Human Rights policies and procedures at all manufacturing locations to ensure the protection of worker rights.

EDUCATION

Bachelor of Science

University of Rhode Island, Kingston, RI

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