Tom Stoffel Resume

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Tom Stoffel Resume

  1. 1. Tom Stoffel Summary Driven retail executive with a proven track record in delivering sales and profit growth in a wide variety of responsibilities. Creative problem solver with outstanding analytical skills. Consistent relationship builder inside the company and the market, able to utilize strong negotiation skills to provide win-win solutions that drive the business. Committed team builder who sets the direction and follows through to execution. Experience Bon Ton Department Stores, Milwaukee, WI 2008-2015 SVP/General MerchandiseManager –Men’s, Home and Furniture ($828MM in sales) 2014- 2015 Led a team of 65 executives to deliver incremental sales and margin improvement both in stores and ecommerce. Identified trends throughout the business to help oversee the assortment planning process and strengthened SKU productivity. Set the strategies consistent with overall mission and clearly communicated to both the internal organization and the marketplace. Instituted new marketing process to enhance our use of business metrics to drive the advertising content. Worked with each of the DMM’s to ensure sound pricing strategy that maximized profitability without sacrificing turn. • Grew sales $21MM by taking back lost momentum in Home, strengthening Better Men’s and driving the web. Focused teams on competitive advantages consistent with our core customer to deliver a 4% increase. • Increased GM by $8MM. Pushed higher margin businesses both overall and within category and delivered incremental margin growth on areas that drive traffic. • Positioned Men’s Sportswear for a very strong 2015 by adding Young Mens and worked with Under Armour to secure distribution in all categories for Bon Ton. • Increased funding for cold weather businesses to ensure Bon Ton was first in class by marketplace in outerwear, cold weather accessories, fleece, sweaters, blankets and throws. Delivered increases in all categories with incremental gross margin improvement. • Coached and counseled 5 DMM’s and 16 buyer and planner teams through massive reorganization that combined buying and planning into one reporting structure. Kept the teams focused and positive. VP/Divisional Merchandise Manager – Men’s Sportswear ($181MM) 2011 – 2014 Took over ailing business and provided clear direction to the team for sustained growth. Partnered with key vendors in the better market and active to differentiate Bon Ton from key competitors. Shifted dollars between areas of responsibility through the OTB process to deliver maximum results. Made sure financial plans were consistent with growth targets and provided the teams with the financial tools they needed for success. Focused and opportunities in ecommerce to more than triple that business. • Added 270 basis points in gross margin by improving vendor relationships and growing Moderate sales. Re-focused on national brands in both Moderate and Better to offset poor performance of private brand. • Pioneered the launch of golf business to add $12MM annually at 42% gross margin. Partnered with PEI to add PGA Tour and Callaway to provide authenticity and converted tired Izod and Chaps polo’s to performance fabrics under the golf umbrella. • Grew Men’s Better $6MM focused on door expansion and targeted assortments. Made sure Polo was the #1 priority but also delivered growth in Tommy Hilfiger, Nautica and CK. Launched Perry Ellis. • Shifted the focus in team and active to performance. Reduced reliance on cotton tees and fleece and pushed vendors to deliver more relevant product that resulted in enormous growth in Champion, Puma and 7428 Oakhill Ave Wauwatosa, WI 53213 Home 414 231-9873 Cell 314 609-7727 Tstoffel59@gmail.com
  2. 2. Reebok. • Launched Big and Tall in brick and mortar. VP/Divisional Merchandise Manager – Soft Home ($220MM) 2008 - 2011 Led a strong but green team in top of bed, bath, white goods, luggage and trim. Pushed for plans to increase turnover and then executed by trimming the fat out of the assortments and increasing productivity and newness. Worked closely with private brand team to improve performance aspects of the merchandise and flexibility as cotton prices soared. Partnered with digital to maximize the ecommerce business through expanded assortments and pushed to strengthen the direct to consumer business. • Delivered $6MM sales increase focused on opportunities in luggage, top of bed, throws and .com. Strengthened core luggage vendor partnerships and grew top of bed promotional opportunities while negotiating better costs on key items to deliver gross margin improvement. • Delivered the highest gross margin rate in company history by pushing team to run on leaner inventories with greater flexibility. • Worked closely with private brand to differentiate merchandise offerings and improve sourcing to grow to 62%TTL vs. 58%. Changed emphasis from least expensive sourcing to one with much better quality and more stability without sacrificing cost. Initiated and launched two new programs focused on younger, more fashionable customers to deliver incremental sales at 40%+ gross margins. Macy’s Midwest, St. Louis, MO 2006 – 2008 VP/Divisional MerchandiseManager –Women’s Footwear ($125MM in sales) Established a footwear identity for the new Macy’s Midwest division consistent with corporate strategies. Increased fashion, better and comfort businesses while moving away from opening price points. Developed team of 18 to embrace Macy’s culture and take a stronger position in the marketplace. • Doubled the Designer Shoe business by building strong vendor relationships and working with stores to deliver better merchandise presentation and sales techniques. • Increased comfort shoe sales by 40% by focusing in store presentation on key vendors and expanding the category and price points to include Born, Merrell and Privo. • Improved gross margin by .8pp in 2006 and .5pp in 2007 through strong negotiation skills. Increased the vendor allowances by $16MM over plan and improved receipt flow. May Department Stores, St. Louis, MO 1982 - 2006 VP/Divisional MerchandiseManager –Footwear ( $850MM) –Corp Headquarters, StLouis,MO 2002-2006 Set the direction for footwear for all of May Co utilizing trend analysis and working closely with the vendor community. Responsible for private brands Karen Scott, Amanda Smith and Valerie Stevens. Worked with team to eliminate duplication and emphasized brand clarity. • Grew sales $20MM by identifying and communicating the strategic vision for the organization. Pioneered new trends and worked in partnership with store divisions to set into action. • Became a product driven DMM, able to identify and generate enthusiasm for incoming trends, colors and ideas. Utilized analytical skills to calibrate the scope and potential of the idea and saw it through to execution. • Championed the growth of private label taking sales to $81MM vs. $63MM in 2 years. Negotiated and implemented increased markup strategy to deliver a 3pp increase in gross margin. Worked with Hong Kong office to ensure high product and vendor integrity. • Raised attention on receipt flow and class planning to increase turn to 2.33 vs. 2.14. Partnered with vendors to reduce aged inventory by $8MM. DVP/Divisional MerchandiseManager –Footwear ($100MM) –Kaufmanns,Pittsburgh, PA 1998-2002 • Turned around underperforming footwear division to deliver first sales increases in 3 years. Took sales to $100MM vs. $93MM by capturing new opportunities in Juniors and Comfort. • Initiated item and classification planning program that increased inventory turnover by .15 and reduced
  3. 3. aged inventory by $3MM. • Reached out to key vendors to solidify gross margin expectations. Created strong partnerships that increased Gross Margin to 41.0% vs. 39.1% through higher IMU and vendor allowances. • Guided a powerful merchant team of 13. Developed 5 award winners and promoted 4. Education University of Wisconsin, Madison, WI • B.B.A., Business Marketing and Management

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