ROBERT ST. AUBIN

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

Hillsboro, Or. 97124

RES: 314-***-****

Experienced retail professional with 15 years diversified executive management experience and commitment to customer service. Recognized for refined creative and aesthetic capabilities as well as for analytical and management expertise. Progressive record of achievement in assortment planning, product development, domestic and international sourcing, inventory management, and productive-meaningful advertising.

Business experience includes specialty retail, department store, national chain, mass merchant and global sourcing trading company; mature as well as fast-paced, growth oriented companies. Product line experience includes all aspects of the home business, including home textiles, housewares, cookware, luggage, stationary and gifts, tabletop, bridal registry, gourmet foods, home décor, seasonal categories, furniture, lamps, and outdoor living (patio).

PROFESSIONAL EXPERIENCE

BED, BATH AND BEYOND 2017-2023

*Product specialist at the store level.

*Handled the introduction of new product in store layout and customer education.

Worked last day store was open.

FRANKTEX HOME PRODUCT 2009-2017

* Managed the development of product for this China Manufacturer. Determined the exact product, the materials to be used and the pricing

* Also supervised the sales force and the customers we targeted. Lived 50% of time in Shanghai China.

* Worked for this company for until China was closed down by COVID.

SEARS HOLDING COMPANY 2006-2009

VICE PRESIDENT-DESIGN/PRODUCT DEVELOPMENT

* Managed design staff that was directly responsible for the creation of design for all SHC proprietary Brands. Created design by brand based on the targeted customer of each brand as identified in each brand strategy.

* Managed Tech design staff that created the product development packages used by vendors to create the proprietary branded assortments. Packages were created to achieve a price band as defined in the brand strategies and to establish the highest level of value possible.

* Interfaced with the merchant teams to establish the assortment content and the level of value needed to drive the business, be competitive, and have a point of difference in the overall market.

* Participated in the team tasked to create a strategy for the Fashion business that would stop the loss of market share and enable the area to get back on a more profitable footing.

* Led the team assigned the job of expanding the position of the Lands End brand in the Sears Fashion assortment. Worked to make the Lands End Sears assortment more on brand and more relevant to the Sears customer.

* Member of Executive Leadership Team that worked to bring a new culture to SHC and get the whole company aligned on the profit and merchandise strategies.

MAY DEPT. STORES 2004—2006

SENIOR VICE-PRESIDENT-PROPRIETARY BRANDS

One of the largest Department Store in the U.S. with 380 stores across the country. Responsibilities include all aspects of product development and sourcing. Created the brand strategy process to define what customer each of the corporate proprietary brands should target.

* Member of Senior Management team that was tasked to create strategies necessary to move May merchandise assortments forward and to attract a new group of younger more fashion aware customers.

* May Co. had a Proprietary Brand penetration of 2-3% in 2003. The Strategy was to use recognized National Proprietary brand names and existing private brand names, redefine and refocus them to grow this number to 15%. Recognized that Global Sourcing is a major trend in the retail business and focused much of the new develop on this penetration number as well.

* Responsible for creating the infrastructure to develop and control the increased level of direct sourcing. May Co. had never been strong in the direct sourcing of product. Had to create the whole spec sheet process, the necessary quality control and tolerance levels. Was responsible for training the existing Off Shore May Co. offices in the process and product.

* Managed designers and product development team that created product from scratch. Reviewing what was new globally in fashion and construction, oversaw the creation of private brand lines and Proprietary National brands, Managed the creation of the brand strategy.

* Created new sourcing structure that would allow for the construction of merchandise that would support the brand strategy created for each of the proprietary brands. Organized the P & L part of the business and monitored expenses to achieve necessary profitability. Created Strategy that delivered a higher gross margin dollar per inventory dollar then previous thought possible.

* May Co. sets up the major parts of the company as separate financial companies. The SVP of each area is responsible for the bottom line profitability of their division. All payroll, supplies, IS, distribution, marketing, and travel budgets were strategically put together by the SVP and the President of the company. During the ramping up of this new area for May Co. funds were set aside to accomplish as rapid a change in the merchandise assortment possible. We were able to bring in the changes ahead of established deadlines and under expected expense levels.

HUDSON BAY COMPANY 2003---2004

MERCHANDISE VICE-PRESDENT

Largest retailer in Canada, 500 stores doing $2.7 billion CAD. Responsibilities include all aspects of the profitability of the home business. Responsible for all merchandise selection and development, financials, store presentation, and advertising.

* Member of senior management team that developed strategies to create a new retail environment that is a more comfortable shopping experience for our customer and supports an assortment that helps create more theater in the store.

* Created strategy for a product assortment to reflect a better mix of national brands, exclusive national brands and private label. Recreated the Private Brand product mix to reflect more current lifestyle focus, improved quality and established a schedule for the timely arrival of new elements to the assortment.

* Reorganized the importance of sourcing globally and developed the structure to support the buying staffs move to more direct import vendors. Setup process for moving import orders through regional Distribution Centers. Established the rules for timing of product/container flow.

* Created new strategies for the Home Division to update the assortment focus. Created an assortment that re-established what true value in the home is by introducing new construction and prices to the market.

* Wrote the strategy for the Advertising changes made necessary by the change in assortment. Organized a schedule that created new ways of communicating to our current customer all the changes in the mix and new advertising vehicles to reach customers that did shop at HBC and would be unaware of the many changes in our offering.

* Refocused the merchandising staff to become more assortments driven with programs that were more competitive in style, quality, innovation, and price. At the same time established inventory strategies that reduced the levels of required inventory. This was accomplished by an order and picking schedule that was tied to the arrival of containers.

* P & L responsibility covered the merchandising, inventory control, distribution, and marketing/packaging areas. Reduced level of inventory by slightly more then 22%, increased sales by 7% and lowered overhead expenses by 18%.

* Organized a renewed focus in packaging by talking more to the elements of each product that are important to the everyday life of the customer. Stopped the use of typical industry terminology and replace with the type of language that would motivate customers to want to know more about our product.

ASIA DIRECT TRADING LTD., HONG KONG, CHINA 2000---2002

VICE-PRESIDENT MERCHANDISE

Asia Direct was a subsidiary of Li & Fung. Worked with Retailers to put together assortments that would take advantage of all the benefits available when sourcing globally. Worked with Retailers to strengthen existing private label programs by adding value with new features, improved packaging and streamlined the production schedule. Developed an excellent understanding of the advantages and pitfalls of sourcing from all parts of the world. Company did business with customers in the U.S., South America, and the Europe.

The company offered Retailers the knowledge of sourcing globally from a retailer’s point of few. We worked with the senior management to determine where the big global sourcing wins were in their assortments. I brought the retail point of view and created the infra structure necessary to run this business.

FRED MEYER/KROGER, INC, PORTLAND, OR. 1997---2000 GROUP-VICE PRESIDENT, DIRECTOR HOME

Responsible for the development of financial and assortment plans that would assure the continued growth of the category. Hard lines was identified early on as a key area for sales and profit growth. Responsibilities included financial planning, assortments, advertising, store design, strategic planning, and working capitol management. Responsibilities cover the 152 Fred Meyer Stores and 110 Smith’s Food Stores as well as all Seasonal, Outdoor Living, and Housewares for the 1200 Kroger Food Stores. Direct repost areas included buying staff, replenishment staff, inventory control dept., product development area, marketing area, and Home Distribution Personnel.

* Member of Fred Meyer executive committee that reviewed and set all company strategy goals. Responsible for making sure the Home Division was current with all corporate objectives.

* Constantly reviewed assortment to assure that it was current with our customer expectations and that we were always taking advantage of our customer’s willingness to step up to the next level.

* Used working capitol budget to lower the amount of resources necessary to accomplish profit objectives. Created strategic priorities to help lower the amount cash required to drive the home business. .

* Chairman of search committee assigned the responsibility of creating a Bridal Registry at Fred Meyer.

* Expanded private label sales from 9.3% in 1997 to 29.7% in 1999, new margin opportunities and a totally exclusive assortment.

* Reorganized assortment around a strong Good-Better-Best structure to take advantage of all margin opportunities. Used the assortment to drive the advertising rather then low pricing. Prices are not the only way to driving advertising. Assortment differences can be a better competitive advantage then l lower prices.

* Created new advertising point of view by refocusing the advertising on what was different about our assortment and the great values it offered. Introduced new format and increased the frequency by increasing vendor participation.

* Increased profitability of division from $61k in 1997 to $16.9 million in 1998 to $23.8 million in 1999. This was accomplished by double digit increase in sales, increase in gross margins of 6 whole points, and reduction of SG&A of 3 whole points. Reorganized the DC process to better handle fast turning product. Improved merchandise flow and reduced damage merchandise markdowns. Create strong team at DC to handle Home product and communicate issues to buying staff.

* Constantly reviewed market looking for new business opportunities. This included items in existing businesses and new emerging categories.

LIBERTY HOUSE, HONOLULU, HI. 1994---1997

VICE-PRESIDENT-GENERAL MERCHANDISE MANAGER

Total responsibility for all aspects of the Liberty House Fashion business including financial planning,

assortment management, promotional planning, price strategies and visual merchandising for 11 full

line department stores and 3 specialty stores in Hawaii and Guam. Responsible for the Hard Home business as well. Controlled payroll, inventory flow, layout, advertising, and assortment

* Member of Executive Committee that set corporate merchandise standards and direction.

Responsible for managing the assortment, the fashion and the financial direction.

* Constantly reviewed assortment looking for new business opportunities. Due to high freight expenses, created a vendor structure to make the movement of merchandise more efficient. Created Distribution structure that allowed for a more timely processing of merchandise and reduction in the overall cash and labor to handle the business.

* Constantly reviewed store inventory to assure the best use of inventory dollars. Developed

system for better allocation of merchandise.

* Selected as head of MIS search committee with responsibility for choosing a new software and

hardware package for the company. The committee selected the JDA software package and

IBM hardware.

* Expanded the private label sales as a percent to the total business from 2.5% in 1994 to 16.2%

for 1996. Developed a collection of privately designed Hawaiian product with an island feel.

* Refocused assortment to Good-Better-Best format. Focused the assortment on driving the

advertising rather then the advertising driving the assortment. Put in place merchandising standards

that were designed to focus the business so the inventory would improve while creating strong partnerships with key vendors. Reduced vendor structure from 1524 in 1994 to 531 in 1997.

* Responsible for establishing advertising budget, ad scheduling, ad content and allocation of space.

Successfully integrated Home Store merchandise into corporate Japanese catalogs.

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