Charles Gaenslen Email & Phone Number

New York, New York, Us

Lead the U.S. business for one of the world's major towel verticals. - Vertically integrated manufacturer, built for scale- Market leading innovation- Consistent production quality and reliable delivery at scale- U.S. market led by the local team, resulting in greater customer responsiveness- Focused on bath category- Complete control of our supply chain from cotton to owned U.S warehouse.

The Home Fashion Products Association (HFPA®) is a leading association for companies involved in the home fashion products industry. Members include companies that manufacture, market, or supply window, bedding, bath, table linens, kitchen textiles, floor and wall coverings, allied products, accessories and services.HFPA serves to advance the growth of the global home fashion product industry by setting standards for excellence through technical product compliance, advocacy, and awareness efforts.

New York, Ny, Us

Executive Forum is a highly engaged community of executives from leading corporations who share a passion for "what's next" to drive the business growth of tomorrow. Since its formation in 1995, the Executive Forum has grown to over 400 members who are the top-most leaders at market moving companies, run portfolios for the most innovative PE firms and serve as directors on boards — public, private and non-profit. Admission to the Executive Forum is based upon a rigorous nomination and review process. By design, approximately half the EF members are President/CEOs, and the others are at the COO, CFO, CMO, CIO and VP levels.

Mumbai, Maharashtra, In

Business building and manage operations through next stages of dynamic growth.

New York, Ny, Us

2013-Present (Global Product Delivery Focus):Responsible for turnaround in China (Shanghai) Sourcing Office, NY Product Management and Product Development/Creative teams. Direct responsibility for product development, delivery, and profitability.• Stabilized China operations, suppliers and deliveries, resulting in 75% improvement in monthly shipments against demand in the first 3 months.• Implemented plan to reduce China fixed overhead by 27% within 1 month.• Created systems to develop sources strategically and filled supplier-gaps in all product categories.• Trained Product Managers in systems to optimize product contribution margins.2011-2013 (Business Development Focus):Driver of and P&L responsibility for new business development outside core MicroDry-BedBath customer in U.S. market. Developed business in multiple product categories, existing and new. Responsible for developing and articulating company strategy.• Designed brand and distribution strategy, creating brands and positioning and product segmentation across multiple channels of retail- mass, club, big box, and department store.• Opened 6 major U.S. retailers: Sams, Lowes, Walmart, Kohls, Costco, Petco in multiple product categories, in all cases as a newcomer against entrenched suppliers.• Created and placed new product categories with major retailers: Pet Accessories, Children’s Sleep and Play• Collaborated with all layers of company leadership to define and articulate a corporate strategy platform.

Mumbai, Maharashtra, In

Held $120 million in direct P&L responsibility for 4 North American subsidiaries and acted as COO for the parent company’s $420 million operation in the same North American market. Formulated long-term growth strategies, evaluated potential acquisitions, spearheaded strategic marketing and business development initiatives.• Grew sales from $5 million to $120 million through organic growth, brand licensing, product expansion and acquisitions, achieving a 100% compounded U.S. growth rate and lifting the parent to #2 in global market share.• Developed licensed and branded businesses with leading brands such as Nautica, Amy Butler, Polo Ralph Lauren, and Waverly, increasing branded sales from $4 million to its current $60 million per annum in less than 5 years.• Led negotiations, due-diligence and the seamless integration of 2 acquisitions out of liquidation with operations in the U.S. Canada, Mexico and China ($25 million Nautica branded home fashion and $20 million Kojo/Koni decorative hospitality). Eliminated redundant operations and consolidated 2 warehouses, saving $4.2 million/yr.• Opened a 600,000sf manufacturing facility in Mexico, while adding 3 new product categories. Saved $8 million on $53 million initial capacity level (scalable to $200 million) by utilizing NAFTA duty benefits.• Created a hospitality division in late CY2009, leveraging vertical, global, direct-to-end-user model to a new marketplace- added $11 million sales in FY10-11 and $22 million in FY11-12 budget.• Initiated a banking relationship with HSBC, gaining access to global credit markets with Welspun global SBUs totaling $60 million.• Formed a global supply chain team that incorporates activities in India, USA and Mexico, substantially improving internal coordination and saving an estimated $400,000 in combined annual operating expenses.

Accountable for all finance and operational initiatives for this $60 million importer/distributor in a highly competitive market. Oversaw a modern 140,000sf distribution facility encompassing light manufacturing, customer service, IT, accounting, HR and e-commerce activities. Forged a proactive management team, established more efficient policies and procedures, upgraded customer service, reduced operating costs and improved financial performance. Directed a team of 5 direct and up to 120 indirect reports.• Reduced the number of indirect reports from 120 to 85 and improved operational efficiency metrics through the use of technology and performance enhancement/new operating procedures. Reduced overhead costs by $500,000, lowered chargebacks by $300,000 and added 10% in top-line revenue gains.• Delivered a 35% (from $37 million to $50 million) annual increase in sales and improved customer service levels from 85% to 96% without sacrificing inventory turns. Improved banking relationships and negotiated a 2% reduction in the interest rate (saving $200,000 annually), with a 40% ($105,000) cut in factoring fees.• Developed the plan and operating strategy to transition the company from a manufacturing operation to an import/distribution business, gradually reducing production from 60% to 0% of total revenues and adding 5% ($2.1 million) annually to the contribution margin.• Initiated a Collaborative Planning Forecasting & Replenishment Program based on emerging industry standards (VICS) that resulted in a $5 million annual business opportunity with Kmart.• Outsourced IT development initiatives to a business partner in India, while continuing to manage all day-to-day IT operations through a staff of 2 professionals. Achieved estimated savings in excess of $400,000 annually.• Led a 6-person team that developed an e-commerce sales platform (www.bardwilhome.com), producing $200,000 in immediate annual revenue with a 70% margin.

New York, Ny, Us

Advanced from Senior Consultant to Project Manager in 4 months with accountability for overseeing IT and strategy projects for various consumer product companies in the apparel, home textiles and health/beauty aids industries. Projects focused on Quick Response, Efficient Consumer Response, package software implementation and service strategies that involved up to 5 subordinate consultants per project with durations ranging from 2 to 7 months.• Rated one of the top closers for project sales, while consistently achieving perfect customer reviews. Initiated and completed all projects on-time and within budget.

Master Of Business Administration (M.B.A.), International Corporate Management

Bachelor'S Degree, Organizational Behavior