1. ANDREW GALLAHER
5052 13th Avenue South | Minneapolis, MN. 55417
773.682.7738 | andygallaher@icloud.com
SUMMARY
Respected team leader and collaborative cross functional partner recognized for excelling in strategic
and creative problem solving utilizing business intelligence from both brick and mortar and dot com. Proven
ability to re-invigorate ailing businesses and seize market share. Broad retail background molded and
adapted by mergers of diverse corporate cultures and methods. Expertise includes:
• Strategic development fusing both art and science/
• Dynamic process development that drives and supports strategies
• Sweeping analytical and business intelligence from diverse corporate and industry perspectives
• Communication across tiers of an organization, both written and verbal
• Motivation and coaching for optimal development of teams and individuals
PROFESSIONAL EXPERIENCE
MACY’S NORTH REGION, Chicago, IL 2008 to 2013
Vice-President Regional Planning Manager, Center Core (2008-2013)
Led a team of Director level employees that planned volume and assortments by store for 72 locations.
• Revitalized and balanced a challenging business using relevant demographic and data insights on
customer share of wallet and opportunity therein.
o Drove volume from $251 Million to $367 Million (46% increase over four years)
o Increased gross margin dollars by 60% from $91 million to $146 Million over a four year period
(43.6% GM to 45.9% GM)
• Galvanized and guided a virtual team of eight District Planners in four cities to use critical thinking skills
and in store experience to develop strategic plans for growth in each location.
• Successfully piloted MyMacy’s initiative and structure with North Pilot region in. Helped to expand
concept upon national consolidation.
• Trained and mentored new Regional Planning Managers across the country.
• Created and collaborated on planning processes to provide direction and clarity. Key examples are:
o Store Deep Dive process and frequency
o Created 360 three year strategic planning process for stores and district teams
o 360 three year strategic planning became national standard in 2012
• Collaborated with vendor and central associates to shape buys and assortments to various local needs.
• Drove strategy to replace North Region’s Women’s Shoe volume when largest vendor pulled out of
Macy’s in 2010 just prior to the start of the season. Offset $8 Million of volume risk in one season that
represented 14% of the region’s shoe volume using insightful and proactive use of data analytics.
ANDREW GALLAHER Page Two

2. Macy’s North Division of Macy’s, Planner Jewelry and Watches (2006 - 2008)
Transitioned team of four associate planners from May/Marshall Field’s planning strategy to Federated
methodology.
• Re-positioned area to embrace new vendors and strategies that represented Macy’s core customer idea
vs. Marshall Fields’. Decreased penetration of low margin Designer Jewelry from 40% to 30% and
increased status and moderate brands to maximize profit.
• Outpaced total store’s declining sales trend with a 3-5% increase annually.
• Instituted case and linear foot productivity and analysis by location to substantiate vendor assortments.
• Promoted in new MyMacy’s structure in 2008 consolidation. One of only 12 Central Merchants
retained, and the only one promoted.
• Merchant backup for system administrator on PACE planning system. Go to person for problem
resolution and continuing education of entire central merchant organization.
Buyer for Mall of America Amusement Park specialty stores and niche MOA stores.
• Developed controls on spending and stock and markdowns.
• Assorted across broad category lines, Including Children’s RTW, toys, gifts.
• Developed product under auspices of United Feature’s “Peanuts” characters.
Senior Buyer Young Men’s/Men’s Active - Marshall Field’s (Division of Target Corp.) (1999 – 2003)
Managed a team of three Senior Business Analysts and one buyer, total volume of $75 Million.
• Implemented strategic re-invention of $75 Million Young Men’s area. Brought Diesel, Ben Sherman,
Sean John and Buffalo brands into assortment to offset nationally declining Young Men’s collection
business, and brought assortment up to date with an evolving Young Men’s customer.
• Trended with or slightly better than total store in a declining sales environment for the Department Store
Division of Target Corporation.
• Partnered with McKinsey Consulting as a key member of Target Corporation’s Planning Re-invention
Task Force.
o Surveyed buying and planning team across the company for input
o Created planning calendar and process steps
o Identified key metrics for teams to use in pre-season planning
• Member of Target Corporation’s Global Merchandising System Task Force, which developed user
friendly and integrated planning, reporting and buying systems common to the then three operating
divisions of Target (Target, Mervyn’s and the Department Store Group).
Additional Related Experience
• Division Planning Manager Men’s (Dayton Hudson)
• Buyer Fashion Watches
• Planner Intimate Apparel (acted as buyer in absence of buyer)
• Associate Buyer Men’s Shoes
• Central Merchant Trainee
• Area Merchandise Manager- Dayton’s La Crosse
EDUCATION
Bachelor of Arts, University of Wisconsin, La Crosse
Year abroad in Soviet Union
PROFESSIONAL DEVELOPMENT
Federated Department Stores’ Leadership Institute Program
Facilitator Critical Business Communication Skills Workshop