David Kielly Email & Phone Number

Bloomington, Minnesota, United States

St Paul, Minnesota, United States

Led the roll-out of the NextGen electronic health records system in all four health practices at Ramsey County. This project was the biggest in Ramsey County history, with a budget of ten million and impacting more than three hundred users. Partnered with the vendor (NextGen), and internal Ramsey business owners to manage the project plan and key deliverables, identify and mitigate risks and issues, develop training and communication plans, complete and provide status reports, plus manage the project budget and expenses. The system was implemented on time and under budget.

Warren, Mi

Led a team of ten in collaboration with Merchants, Retail Operations, and IT to develop processes, capabilities and reporting to drive business results and improve productivity. Created a process and methodology to analyze store space productivity by department/class and make recommendations to optimize return on space. Led “custom order” team to create strategies and capabilities to grow $100 million custom order business. Developed a process and tools to manage product on boarding for eCommerce channel. Led the development of a new PIM solution.Accomplishments:• Delivered a +200-basis point improvement in margin rate for custom orders and increased average sale by $100 by creating and implementing a digital capability for salespeople to use when writing custom orders. • Reduced product markdowns and created an easier customer shopping environment by developing metrics and reporting to measure and audit product-slot compliance by store. • Enabled Buyers to more easily analyze their business and identify opportunities and trends, by developing weekly reporting on key metrics. • Led the development of data and reporting to analyze return on store space by department/class, and created a process to make recommendations to re-allocate space to optimize return on space. • Developed and rolled-out a new PIM (Product Information Management), solution enabling complete and more accurate product information on artvan.com and in-store.

Green Bay, Wisconsin Area

Led a team of twenty to re-engineer, train and roll out new processes in 370 stores. Roll-out completed ahead of schedule and under budget. Accomplishments:• Reduced store labor by $7 million by developing and implementing processes to more efficiently unload, sort and fill freight.• Reduced product write-off by 50% by creating and implementing a process to manage “date sensitive” products. • Reduced labor by 60% by improving the process to pull and fill product from the backroom to salesfloor.

Green Bay, Wisconsin Area

Led a team of three in partnering with Retail leadership to identify, prioritize and implement initiatives to achieve financial objectives. Created analysis and provided recommendations that were key inputs into developing the three-to five-year plan. Mentored and coached Analysts, providing them with career direction and development opportunities. Developed a process to identify and resolve issues affecting store performance.Accomplishments:• Improved seasonal product performance by implementing a process to capture insights from store teams on what worked and didn’t to use in developing following year programs. • Maximized local market/store events by creating a process to capture store input and recommendations.

Green Bay, Wisconsin Area

Led a team of twenty-three to create processes and strategies to maximize return on space in 320 stores. Collaborated with the Merchant and Inventory Management teams to create layouts and planograms to support the merchandise strategy. Created a process and cadence to plan and execute Merchant driven initiatives. Developed a process and reporting to maximize productivity of seasonal space in all stores. Accomplishments:• Improved revenue / square foot by 5% by re-aligning store space to more strategically important, growing departments and classes. • Increased revenue by 10% in key departments by creating a process and accountability to allocate capital and expense dollars to more productive projects. • Increased planogram on-time assignment from 40% to 80%. • Reduced “no-home” product from $3.5 million to $.5 million by partnering with Merchants to proactively act on products leaving planograms. • Improved team employee engagement score from second lowest to top three in the company.

Led the design and implementation of capabilities enabling Best Buy to deliver digital content to customers, and provide tools to support retail store employees to better attach accessories and services to product purchases. • Successfully launched the ability to sell and fulfill digital video games through bestbuy.com, resulting in sales and fulfillment of more than 4,000 digital games in the first month. • Enabled the distribution of digital codes to customers purchasing cameras, resulting in 20,000 offers being distributed to customers in the first month. • Developed a solution selling tool for retail employees, making it easier to suggest accessories and services to customers purchasing physical devices.

Led a team of 5 to develop digital photography services, which enhanced the customer experience and enabled Best Buy to leverage product sales to sell more profitable services. • Developed and piloted a Premium Photo Services concept, with projected volume at scale of +$120 million in revenue at 40% margin. • Piloted digital camera trade-in, which led to the launch of a companywide trade-in program at Best Buy.• Led the development of a strategic partnership with Kodak that resulted in Best Buy launching a co-branded online photo services site with Kodak Gallery.

Responsible for managing a $500 million advertising budget for the weekly Sunday insert. Led a team of 10 people that was responsible for the allocation of print ad space and for the return on advertising investment.• Increased return on advertising 10% while reducing total insert page count and expense.• Developed and implemented a methodology to allocate print ad pages based on advertising effectiveness and strategic importance.• Developed the process and team to run Integrated Promotional Campaigns.

Responsible for the development and execution of the merchandising strategy for the Appliance category. Led a team of 8 Senior Merchants and Merchants. Collectively we were accountable for the vendor strategy, programs and negotiations; assortment planning; promotional planning; budgeting and forecasting, pricing and inventory management. In addition I was responsible for the personal development of each team member• Negotiated and led the North American launch of Dyson floor care products, plus LG and Samsung brands in Major Appliances. LG and Samsung currently represent ~40% of annual appliance revenue and Dyson is the #1 brand in floor care. • Increased Major Appliance market share 100 basis points and grew annual revenue to $1.1 billion. • Increased Major Appliance NOP by 90% by improving brand and product assortment, reducing price erosion and more strategically using promotional levers. • Led the business analysis which culminated in the decision to remain in the Major Appliance business.

Started at Sears in 1981 as a Management Trainee. From 1981 -1987 worked in a Retail store and held a number of management roles. From 1987 - 1999 worked at Sears Corporate office in Toronto and held a number of roles in Buying, Inventory Management, Marketing and Merchandising Leadership.