Ed Jankowski Email & Phone Number

Satellite Beach, Florida, US

Board of Directors | Laboratory Institute of Merchandising (11/2015-Present)Past Advisory Board Member | Fashion Institute of Technology – Accessories (5/2012 – 4/2014)Past Board Director | 210 Riverside Drive Co-op (03/2012 – 06/2014)Board Member and Treasurer | Elizabeth Carter Beach Association (05/2011 – Present)Advisory Board Member | Laboratory.

New York, NY, US

CEO of XpresSpa with Spa locations in major airports throughout the US and Europe Chief Executive Officer with a focus on improving EBITDA through strategy, revenue growth, operations improvement, financial discipline, and collaborative team development for corporate, middle market and small businesses in retail.

New York, NY, US

Milan, Italy, IT

Responsible for the repositioning and expansion of Luxury Retail including the Ilori Optical, Optical Shops of Aspen and Persol retail stores

New York, US

• Reported to the Global CEO; Member of the Godiva Global Executive Leadership Team. Responsible for the $400 million North America multi-channel business consisting of 240 retail stores, 2,000 plus wholesale doors, and.
• Led Godiva North America through the sale from Campbell Soup Company to Yildiz Holdings, including the sale presentations, the due diligence process and stand-alone transition.
• Drove change management within the North America Team by successfully integrating a classic consumer packaged goods approach with retail, merchandising, visual and planning best practices.
• Provided vision and direction for new product development, utilizing merchandising and analytical skills to help drive the long lead time process.
• Expanded to new channels and product categories with a new brand and creative strategy focusing on Food, Drug and Mass and launching the brand at Target.
• Developed and launched a customer loyalty program which resulted in enrolling 5 million members accounting for 68% of tracked sales..

Padova, IT

• Appointed to position of Chief Operating Officer reporting directly to the CEO. Oversaw merchandising, marketing, finance, store operations, planning/allocation, real estate and visual/store design. Directly.
• Spearheaded acquisition of the original 6 Solstice stores owned by Louis Vuitton Moet Hennessy and opened 120 stores over a 5 year period.
• Developed the strategic and financial plan for the retail concept.
• Established partnerships with all of the key luxury brands to present a best of class fashion and sport sunglass assortment.
• Worked closely with the Safilo designers in Italy to bring in private label house brands that helped enhance gross margin targets.
• Recruited, hired and trained a motivated sales-oriented corporate and field staff.

Feltham, England, GB

• Member of the Senior Executive Committee with responsibility for the $120 million Airport Division. Managed 85 retail stores throughout the U.S., Bermuda and Puerto Rico in Duty Free, Fragrance, Cosmetics, Luxury.
• Increased comparative store sales through aggressive marketing and merchandising initiatives.
• Reduced overhead through reorganization and expense reductions.
• Developed World of Fragrance specialty store from concept to launch achieving positive revenue per square foot productivity.

• Member of Retail Executive Committee. Led execution of business strategies driving sales results and net store profit. Increased comparative store sales by 9%. Managed 1,500 employees with 10 direct reports. Directly.
• Increased sales over 200% by expanding from 22 to 110 stores in 32 states.
• Improved store contribution from single to double digits by growing top line sales and reducing overhead.
• Developed aggressive marketing and event campaign, realizing 9% response rate.
• Introduced “clientele” system that resulted in appointment sales accounting for 20% of total volume.
• Developed store prototype, resulting in 20% increase in test store sales while keeping product expenses on budget.

• Supervised 14 district managers covering the entire East and West Coasts of the U.S.
• Increased sales by 12%, accounting for 65% of the company’s annual revenue.
• Reduced operating cost by 18% through improved selling and operations expense control.
• Improved 4 wall contribution by 15% through improved service and better accountability by the store and district managers.

• Orchestrated roll-out of Modern Woman stores by designing, building and opening a chain of 80 stores in 20 states.
• Developed strategic plan for start-up division and managed growth from conception to $50 million chain.
• Recruited, hired, trained and developed all management employees of a 600-employee chain.
• Promoted 25 employees to senior level management positions.