Curtis F. Corl

*** ***** **, **********, ** ***** • Cell: 734-***-**** • Email: adcm6p@r.postjobfree.com Senior Executive

Expertise in multi-million Dollar P&L Management, E-Commerce, Marketing, Sales, Technology, Finance and Operations

Solution-Focused and Profit-Driven Leader with the vision, experience and business acumen necessary to create an immediate impact on a division. Known as a start-up/turn-around specialist skilled in the art of process development/re-engineering.

Strategic and Visionary Team Builder with a track record of leading and developing cohesive, productive teams and structuring operations with streamlined staffing models. Inspirational resource with proven experience in operational execution improvement as well as division morale improvement.

Persuasive Client-Focused Communicator with a proactive approach and strong written and verbal communication skills. Skilled negotiator, effective at developing and leveraging relationships and partnerships that drive sales and maximize bottom- line results.

Core Competencies and Key Strengths

360 Degree Marketing… Traffic Driving & Sales Conversion…Profitability Strategies…Hands on Leadership… B2B and B2C Sales…Strategic Business Unit Management …On-line and Off-Line Promotions… Project Development and Implementation…Personnel Development…Client Relationships Career Synopsis

Vice President of Dollar Tree Direct - Dollar Tree, Inc. 2007 - 2016 Vice President – Digital Commerce Services - Dollar Tree, Inc. 2017 - 2020 Position Overview: Reporting to the Chief Merchandising Officer, the VP of Digital Commerce Services is the highest ranking Marketing Officer for Dollar Tree responsible for the creation, growth and success of the Marketing and Sales Division of Dollar Tree, Inc. Dollar Tree is a 22 Billion Dollar Fortune 135 company that is made up of three brands: Dollar Tree, Family Dollar and Dollar Tree Canada. Store count is north of 15,000 stores across those three brands and the Digital Commerce Services Division Supports all of them via various Marketing, Advertising and Sales driving mediums and forums. Our Division drives significant online and instore sales (we are an Internet Retailer Top 250 web presence). Over 1.5M guests interact with our Digital assets each week, engaging with us and becoming brand activists for us. In our role, my group and I are really measured equally on two major work streams: Driving Customer Engagement which is measured by Store Traffic & Sales and Driving Profitable Sales via Our E-Commerce assets and our Call Centers. Our Division is one of Four (Dollar Tree, Family Dollar and Dollar Tree Canada are the other three) and, as such, has its’ own Profit and Loss Statement and all other financial and merchandise metrics one would expect. We are the most profitable of the four Divisions (looking at EBITDA as a % of Net Sales) and I am very proud of the work our team does in that regard, but I am equally proud of the branding and Customer Engagement work that we do. In 2019 we were recognized for those efforts by being named one of the Top 10 Most Loved Brands in America (Morningconsult.com) and, in 2018, was named one of the Top 15 Most Engaged Brands in America (Forbes Insights). Those accolades do not come easily or by happenstance, they came because we work extremely hard every day to foster our brand and engage with our customers across whatever mediums/channels they choose to interact with us.

Key Challenges: (1). Start up a division from scratch, creating buy-in from established departments including Store Operations, Finance, IS and Board Members. (2). Be the “First to Market” in the value retail sector to have a footprint in the E-Commerce arena.

(3). Build out additional outward reaching marketing vehicles to drive traffic to both the e-Commerce site as well as the Dollar Tree Chain of stores, the Deals Chain of Stores, the Dollar Tree Canada Chain of stores and, most recently, the Family Dollar Chain of Stores. (4) Create Brand Awareness and Brand Identity Centered on Lower and Middle Class America. Actions and Significant Results:

Created a division, from the ground up, in two years time that was profitable, and was first to market for the Value Retail sector in the E-Commerce arena. Have greatly outperformed (from a Sales Comp perspective) both Online and Brick and Mortar peer groups every year for the past ten years *(Internet Retailer and Fortune 500).

Launched 12 Web sites in the last 10 years, including Dollartree.com (Internet Retailer Top 250 E-Commerce site), Dollartreeinfo.com (World Class Investor site), Deals-stores.com, DollartreeCanada.com, games.dollartree.com, and Espanol.dollartree.com (Spanish site). Most recently launched Family Dollar’s Site in Summer of 2019.

Created a Division that handles all the “out of store” Marketing for this Fortune 135 Corporation (other than newsprint circulars) to create Brand Differentiation and Separation from the other “Dollar Store” competitors in the Value Retail Segment.

Launched various marketing campaigns utilizing Digital mediums such as Banner Ads, SEO/SEM, Emails and Social Media (Instagram, YouTube, Facebook, Four-Square, Twitter, Pinterest), Influencer, and Affiliate to drive significant incremental sales and footsteps for both the stores and the web sites, and equally importantly, Brand Identity.

Created Highly Profitable Quarterly Catalogs (Print and Digital versions) as well as digitized weekly circulars for more targeted and widespread distribution in this ever-evolving advertising world.

Built out a World Class Call Center to drive additional sales and superior customer service to offer 365/24/7 service to online and offline customers. In addition managed two Sales Directors who combined drove over $9M in sales.

In 2013 recognized as one of the Top 100 Ecommerce Web Sites in the World by Internet Retailer (Hot 100 report) and recognized as the 12th best Mobile Ecommerce Site in the country for the 100 largest Multi-Channel Retailers, beating out the likes of Nordstroms, Sephora, Macy’s, Zales and others (The Search Agency Report)

In 2014 through 2019 Launched such Traffic Driving and Brand Building Initiatives such as a World Class Local Search Presence (all of 15,000 of our stores have their own web sites), Gamification (Dollar Tree Arcade), Videos

(videos.dollartree.com). Most recently we re-platformed our E-Commerce site, moving it to the cloud, so we can be much more agile in terms of development. When performing the re-platforming we also moved to a Responsive mobile experience and introduced a one-page checkout across all device type renderings. This has increased our conversion rate between 20-45% across device types. Vice President of Operations, General Manager of U.S. Operations – Pride Signs, Inc. 2005 – 2007 Position Overview: Reporting to the President and Owner, responsible for the growth and expansion of Pride Signs into the United States. Pride Signs is presently the 3rd largest sign manufacturer in Canada and is expanding into the United States. Responsibilities include market share ramp up, systems development & enhancement across both the U.S. and the Canadian operations, oversight of all manufacturing and engineering activities in the U.S., employment recruitment & development and securing adequate financing for continued growth.

Key Challenges: (1). Gain significant market share in the United States. (2). Create and implement sales strategies complimented by marketing collateral that speak clearly to the U.S. Sign marketplace. (3). Seek out and develop banking relationships that secure funding for short and long term growth. (4). Create operational efficiencies that can be leveraged across both countries. (5). Develop and introduce systems and strategies for measuring and enhancing profitability. Actions and Significant Results:

Created marketing collateral (e-presentations, website, binders and brochures) that speak to the U.S. Market resulting in a realized year on year increase in sales of over 100% from fiscal 2005 to fiscal 2006.

Worked to land National and Regional Accounts with companies such as Cold Stone Creamery, Verizon Wireless, Dunkin Brands, Hallmark, Rent-A-Center and Guitar Centers, which set the company up for a year on year growth rate of 80+% from 2006 to 2007.

Developed and implemented job costing and re-engineering methodologies that have increased profitability across both the US and Canadian operations.

Created and implemented systemic tracking mechanisms for installation procedures across North America resulting in an improvement of on time deliveries and installations, tracked at 96%. National Director of Field Sales and Marketing - Borders Group, Inc. 2003 - 2005 Position Overview: Reporting to the CMO (Chief Merchandising Officer), directed a national field sales and marketing organization of over 100 employees, with annual sales of $250M and an annual budget of over $11M. Responsible for creation and execution of marketing plans, utilization of various promotional mediums such as internet, email, print and radio. Key Challenges: (1). Pull in 4 separate business units and, from them, create a new scalable personnel structure. (2). Jumpstart the B2C Order Program which had had negative sales growth two years running. (3). Develop and execute National event promotions that would significantly increase sales and brand recognition. (4). Create a plan to greatly improve the profitability of the B2B program. Actions and Significant Results:

Restructured $3.2M in overhead, creating a decentralized, scalable Sales & Marketing force with 7 Regional Sales Manager, 50+ District Marketing Managers and 35+ home office support staff.

Introduced a streamlined centralized ordering program and inserted stringent discount schedules to improve profitability of B2B Corporate Sales Program by over 40%.

Created and promoted over 3200 promotional event campaigns, many with key partners such as Nickelodeon, VH1, RIF and the NBA to drive over $4M in incremental sales.

Partnered with suppliers & added advanced technological features to the B2C Special ordering program. Rebranded the service as “Easy Ordering” & achieved 10+% sales increases.

Director of Special Projects – Borders Group, Inc. 2001 – 2003 Position Overview: Reporting to the CFO, led a team of Strategic Business Unit Leaders to develop systems that would allow the company to expand on the types of products and services offered to customers. Annual sales goals of $50M, cost improvement goals of $30M, budget oversight responsibilities of $23M. Key Challenges: (1). Create and lead a team of cross-functional business unit executives. (2). Define, establish and implement standards, procedures and protocols for implementing technological projects based on sound ROI analysis. (3). Develop partnerships and programs that would greatly enhance the company’s presence on the internet. Actions and Significant Results:

In partnership with Amazon, launched the Borders.Com and Waldenbooks.com web sites, producing over $20M in incremental sales within the first year.

In partnership with Alibris, launched the Borders online Used Book Program which produced over $3M in sales in its first year.

Refined the company’s strategy for integration of their ecommerce website with their physical stores by creating the Online Reserve Service on Bordersstores.com.

Additional deliverables included over 100 project implementations with cost saving implications of over $30M annually.

Regional Director – Borders Group, Inc. 1998 – 2001 Position Overview: Reporting to the Senior Vice President of Retail Operations, responsible for the overall management effort in all stores within a region. Responsibilities included overall store sales and profitability through sales development, gross margin enhancement, labor and expense control, inventory management, personnel administration, customer service and merchandising execution. $290M in sales, 5 Districts across 7 states. Key Challenges: (1). Develop systems to enable the Region to perform at optimal levels from both a sales and inventory management perspective. (2). Take over Regions that have been poorly running and drastically improve their performance as measured by the P&L, Customer Service Scores and Operational Key Statistics. (3) Develop systems to reduce turnover and significantly improve bench strength.

Actions and Significant Results:

Developed Truck to Floor Inventory (TTF24) business process to improve inventory flow and drive sales. Program adopted nationally, with a 2% comp sales lift resulting.

Performed turn-around operations in two Regions, including largest region in the company. Region went from worst in company to #1 in company based on P&L and sales.

Developed and implemented Educator Appreciation Weekend Promotion. Promotion adopted nationally, now is Borders largest Promotion of the year with $13M in sales generated.

Partnered with Training Department to create first General Manager Mentoring Program in nation. Turnover of General Managers in first 18 months of service plummeted from 20% to 0%. Education

Master of Business Administration 3.7/4.0 G.P.A. 1995 University of Rhode Island Master of Arts: Philosophy/Ethics 3.7/4.0 G.P.A. 1990 University of Rhode Island Bachelor of Arts: Sociology 2.8/4.0 G.P.A. 1985 Gettysburg College

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