Functional Skills
Strategy Development
Retail Management
Restructuring / Turnarounds
Organizational Strategy
Software Skills
Microsoft Excel
Microsoft PowerPoint
Artificial Intelligence
Dropbox API
DocuSign
Google Sheets
Microsoft Office
Microsoft Word
Sector Experience
Consumer Goods
Retail
Languages
English
Experience
DAH Associates LLC.
Management Consulting
FOUNDER AND CHIEF EXECUTIVE OFFICER
1/2018 - Present
Dave is a seasoned Retail Turnaround Specialist, renowned for guiding struggling retailers and consumer brands through financial distress, operational inefficiencies, and impending bankruptcy. With a focus on stabilizing and rejuvenating businesses, he leverages strategic financial management, operational restructuring, and leadership to maximize value across all areas of the company.
Dave’s primary objective is to avert bankruptcy by implementing strategies that boost sales, control costs, optimize inventory management, and maximize the potential of the real estate and store portfolio. His specialty lies in navigating complex financial challenges and turning distressed companies around, particularly through the difficult process of Chapter 11 proceedings.
Dave’s primary objective is to avert bankruptcy by implementing strategies that boost sales, control costs, optimize inventory management, and maximize the potential of the real estate and store portfolio. His specialty lies in navigating complex financial challenges and turning distressed companies around, particularly through the difficult process of Chapter 11 proceedings.
Omega Sports
Other
President and Chief Operating Officer
1/2021 - 1/2023
Locally owned 6 Store chain that offers the best service in running, trail running, active sports and Active-Play.
• Reported to Owner/CEO with 7 Direct Reports and revenues of over $10M.
• Revitalized merchandise strategies: Developed and implemented comprehensive annual and quarterly merchandise strategies to target key brands and categories for growth supported by a detailed Open-To-Buy Plan increasing store sales after years of decline.
• Optimized store payroll, improving customer service and supporting store growth.
• Enhanced marketing campaigns to target top clients and re-engage lapsed clients.
• Reported to Owner/CEO with 7 Direct Reports and revenues of over $10M.
• Revitalized merchandise strategies: Developed and implemented comprehensive annual and quarterly merchandise strategies to target key brands and categories for growth supported by a detailed Open-To-Buy Plan increasing store sales after years of decline.
• Optimized store payroll, improving customer service and supporting store growth.
• Enhanced marketing campaigns to target top clients and re-engage lapsed clients.
BONWORTH
Other
INTERIM Chief Operating Officer
1/2019 - 1/2022
Moderate Women's Apparel Chain with over 50 Stores that had just entered Chapter 11.
• Initially hired by the Chief Restructuring Officer during Chapter 11, later offered the COO position by the new owner.
• Improved store Profitability by $2 million through the strategic store portfolio restructuring.
• Enhanced inventory management (GMROI).
• Reduced store payroll by 6%.
• Operating expenses reduction of 20%.
• Initially hired by the Chief Restructuring Officer during Chapter 11, later offered the COO position by the new owner.
• Improved store Profitability by $2 million through the strategic store portfolio restructuring.
• Enhanced inventory management (GMROI).
• Reduced store payroll by 6%.
• Operating expenses reduction of 20%.
BEVELLO
Management Consulting
President and Chief Operating Officer
1/2017 - 1/2018
A one-of-a-kind women's contemporary boutique with over 40 Stores that focuses on providing an exceptional shopping experience.
• Reporting directly to the Founder and CEO with 7 Direct Reports and annual revenues of over $20M.
• Increased comparable store sales by 8% through customized store assortments.
• Optimized investment in inventory (GMROI) by collaborating with key suppliers to ensure a consistent stock of essential and fashion items, maintaining the sales momentum.
• Reduced annual Store payroll by 15%.
• Reporting directly to the Founder and CEO with 7 Direct Reports and annual revenues of over $20M.
• Increased comparable store sales by 8% through customized store assortments.
• Optimized investment in inventory (GMROI) by collaborating with key suppliers to ensure a consistent stock of essential and fashion items, maintaining the sales momentum.
• Reduced annual Store payroll by 15%.
Southern Season
Other
President and Chief Operating Officer
1/2014 - 1/2017
Southern Season is a gourmet emporium with over 60,000 items, with a cooking school and the regionally known Weathervane restaurant.
• Reported to the Chief Executive Officer with 10 direct reports and revenues of $30M.
• Successfully tested and rolled out a smaller store format "Taste of Southern Season" in three markets.
• Expanded private label goods into new product categories.
• Led the effort towards a successful sale post Chapter 11 filing.
• Reported to the Chief Executive Officer with 10 direct reports and revenues of $30M.
• Successfully tested and rolled out a smaller store format "Taste of Southern Season" in three markets.
• Expanded private label goods into new product categories.
• Led the effort towards a successful sale post Chapter 11 filing.
BDI
Product Management / Strategy
President
1/2009 - 1/2013
Since 1984 BDI has produced contemporary home furnishings that deliver an extraordinary combination of style, engineering and value.
• Reported to Founder and CEO with 5 direct reports and revenues of over $20M.
• Developed and executed the strategic plan which reversed two years of declining sales and profitability while transitioning from a Founder/Visionary led enterprise to a more professionally managed and metric driven firm.
• Expanded into the Home Office Category increasing sales by over $4M in three years.
• Reported to Founder and CEO with 5 direct reports and revenues of over $20M.
• Developed and executed the strategic plan which reversed two years of declining sales and profitability while transitioning from a Founder/Visionary led enterprise to a more professionally managed and metric driven firm.
• Expanded into the Home Office Category increasing sales by over $4M in three years.
HL Operating Corp.
Other
Chief Executive Officer and President
1/2007 - 1/2008
Hartmann developed, manufactured and marketed the finest luggage and leather goods to meet the travel and business needs of those who appreciate American Luxury since 1877. Hartmann Inc. was sold to Clarion Capital Partners, LLC from Brown-Forman Corporation in April, 2007.
• Report to the Board of Directors with 5 direct reports with revenues of $35M.
• Partnered with Brown-Forman, SunTrust Robinson Humphrey in the successful sale of Hartmann Inc. Developed Confidential Memorandum, led six management presentations, handled due diligence requests, Transition Services Agreement; post-sale established Hartmann as free-standing Corporation.
• Broadened the potential reach of Hartmann by developing Co-Branded projects with Vera Wang and Brooks Brothers.
• Created over $2M in savings by moving the complete supply chain to the Far East.
• Report to the Board of Directors with 5 direct reports with revenues of $35M.
• Partnered with Brown-Forman, SunTrust Robinson Humphrey in the successful sale of Hartmann Inc. Developed Confidential Memorandum, led six management presentations, handled due diligence requests, Transition Services Agreement; post-sale established Hartmann as free-standing Corporation.
• Broadened the potential reach of Hartmann by developing Co-Branded projects with Vera Wang and Brooks Brothers.
• Created over $2M in savings by moving the complete supply chain to the Far East.
Hartmann Inc
Other
President
1/2001 - 1/2007
• Reported to the Chairman of the Board with 4 direct reports and revenues of $34M.
• Recruited by the Chairman of the Board of Brown-Forman to develop a strategic plan and execute a turn-around plan for Hartmann Inc. after a sharp decline in sales and profits.
• Steered the Company through the difficult years that followed 9/11, with an operating profit improvement of over $6M from 2001 to 2007.
• Developed a world-wide supply chain for both finished goods and raw materials to reduce costs and supplement U.S. production. Moved labor intensive finished goods to China, Mexico, Costa Rica and the Dominican Republic to reduce costs by over $1M.
• Reduced total operating expenses by over 20% to improve profitability.
• Recruited by the Chairman of the Board of Brown-Forman to develop a strategic plan and execute a turn-around plan for Hartmann Inc. after a sharp decline in sales and profits.
• Steered the Company through the difficult years that followed 9/11, with an operating profit improvement of over $6M from 2001 to 2007.
• Developed a world-wide supply chain for both finished goods and raw materials to reduce costs and supplement U.S. production. Moved labor intensive finished goods to China, Mexico, Costa Rica and the Dominican Republic to reduce costs by over $1M.
• Reduced total operating expenses by over 20% to improve profitability.
Lenox Inc.
Other
President of Dansk & Lenox Retail
1/1995 - 1/2001
Lenox, Inc., manufactured and sold china, crystal, silver, and ceramic and crystal collectibles under the Lenox, Dansk and Gorham Brands. Hired in June 1995 as the Vice President of Lenox Retail. Promoted to Sr. Vice President in June 1996 with the additional responsibilities of Dansk Retail and again in October 1996 to President of Dansk including responsibility for Product Development, Design, Marketing and Global Sales, while maintaining all responsibilities for Lenox Retail.
DANSK INTERNATIONAL DESIGNS
Other
PRESIDENT
1/1996 - 1/2001
• Reported to the President of Lenox Inc. with 6 direct reports and revenues of $75M.
• Returned 50 store Retail Division to profitability by closing unprofitable stores, improving the existing store productivity, higher levels of customer service, faster turns, improved GMROI ad merchandise standards.
• Successfully re-positioned the Dansk brand in the Tabletop Market with the number one new product launch in the Casual Dinnerware Market as measured by NPD for two years in a row.
• Tripled sales of Dansk in the Wholesale Market by re-entering traditional Department Stores such as Bloomingdales and Macy's West in combination with developing new relationships with specialty retailers such as Pottery Barn, and Crate and Barrel to develop co-Branded or exclusive products.
• International business expansion into Japan, Great Britain and Italy.
• Returned 50 store Retail Division to profitability by closing unprofitable stores, improving the existing store productivity, higher levels of customer service, faster turns, improved GMROI ad merchandise standards.
• Successfully re-positioned the Dansk brand in the Tabletop Market with the number one new product launch in the Casual Dinnerware Market as measured by NPD for two years in a row.
• Tripled sales of Dansk in the Wholesale Market by re-entering traditional Department Stores such as Bloomingdales and Macy's West in combination with developing new relationships with specialty retailers such as Pottery Barn, and Crate and Barrel to develop co-Branded or exclusive products.
• International business expansion into Japan, Great Britain and Italy.