Regional advisory board for Associated Bank's Madison market

ADABEI is the for profit entity owned by the American Dental Association.

B2B Apparel Supplier/Distributor. River's End sold into both the corporate and green grass markets. We owed multiple brands that we designed and sourced as well as distributed national brands including Brooks Brothers, Columbia, Patagonia, Travis Matthew, LaCoste, Osprey, Johnnie - O, etc. Created Threadfeloows as a vehicle to sell direct to end users versus marketing products through distributors. Sold both businesses in 2017.

SVP, Executive Committee member and key part of the team responsible for the digital transformation of LE from a traditional catalog merchant to one of the largest online apparel retailers. Overall P&L responsibility for leading three businesses that comprise Lands’ End Outfitters. Produced double-digit revenue and EBITDA growth. Division employs over 1000 people.Three businesses: Lands' End Business Outfitters, Lands' End School Uniforms, Lands' End Gift Card. Grew businesses aggressively by moving quickly to leverage digital strategies, consumer insights, and brand positioning to acquire, retain and grow customer base. Won multi-million dollar uniform programs with Fortune 100 organizations in key industries. Took over School Uniform business in 2009. Re-launched twelve months later with a new strategic direction and new leadership. Revenues and EBITDA more than doubled. Product Development: Worked with merchants to create a value priced apparel assortment and a custom product capability to design unique products for clients. These capabilities were new to LE.Asked by CEO to take on leadership of the three hundred-store retail division. Over eight months installed new leadership team, reduced the size of the field management organization and was part of the team that launched a new freestanding full price retail concept. Member of Land' End six-person Executive Committee

VP Business Outfitters In this role I reported to CEO and had responsibility for leading the dedicated B2B division. This unit markets products and services to businesses of all sizes through multiple channels including: e-commerce, catalog and direct sales. Highly profitable and is used as a customer acquisition tool into the LE brand. The business is a free standing unit and I oversaw 11 direct/indirect reports (Dir Marketing, Dir National Sales, Dir of Merchandising, Dir Finance, Dir Customer Service, Dir Operations, Group Creative Director, Director IT, Dir Inventory Planning, HR Manager, Executive Assistant). For the period of 2005-2008 revenues grew at a double digit pace. During the challenging business climate of 2008/2009 where many b2b businesses declined double digit, the business was able to increase revenues. During this time the division conducted a strategic review of the business and the b2b apparel market. From this review a comprehensive five year plan was created and the company agreed to invest in several new business expansion activities that continue to fuel the growth today. These include national sales expansion, introducing new product categories, innovative new design/sourcing capabilities and significantly increasing e-commerce capabilities. These new initiatives were the primary reasons the business was able to achieve aggressive growth targets, steal share from larger competitors and begin to establish Lands’ End as a serious competitor in the uniform market. It was also during this time that the senior leadership team that would manage the business through its most explosive growth period was hired, developed and established themselves as one of the top executive teams at the company.

In this role I reported to the SVP of Corporate Sales. The primary responsibility was to create and execute an integrated marketing plan that leveraged advertising, event marketing, sales collateral and sponsorship activities to increase awareness of Lands’ End’s in the b2b market. Awareness among key b2b apparel buyers was 8% in 1997 which grew to 12% by 2000. One of the key deliverables was creating a national sales marketing collateral “tool box” that could be used by account executives to win national uniform programs. This collateral included marketing pieces that were print, video, digital and media based. By leveraging these tools the team acquired several new national accounts. Sponsorships and event marketing activities were introduced. The goal of these events included increasing awareness of among business owners/executives and to fund these activities through onsite apparel sales during events. Both goals were accomplished, overall expenses were under budget and a significant number of customers were acquired. Onsite selling at events was critical to meeting financial goals. Leveraging my retail background, I led the effort that included designing a portable outdoor selling venue that represented the brand beautifully and generated significant sales at each event. Budgeting, reporting and analysis were key elements of managing all programs

Director, Full Line Store MerchantPost acquisition of Lands' End by Sears I was asked by EVP, Merchandising to take on leadership role leading a team of three merchants that had responsibility for partnering with Sears retail leadership to identify, select, merchandise, and market products to be sold in the five hundred Lands' End shops at Sears. In addition to the two merchants, two analysts reported to me and I partnered with the Director Visual Merchandising and marketing teams to execute merchandise plans and promotional plans. In addition to managing the team I had direct responsibility for many of the largest categories including: outerwear, knits, sleepwear, footwear, cold weather accessories and luggage. Within six months of the acquisition Lands’ End products were being sold in over two hundred stores and within 18 months over eight hundred stores. The role included understanding and clearly communicating the needs of the Sears customers to the Lands' End product development teams. While there were customers that shopped both direct and Sears channels there were many that only shopped Sears which allowed for the development of Sears only assortments. Those assortments included a higher percent of basics at sharper price points more in line with the rest of the Sears apparel assortment. Early on convinced the Sears leadership that Lands’ End products needed to be merchandised in a shop concept (all together) vs. placing products within categories across the floor which was what Sears research showed would be preferred by their customers. In addition to selecting products (by store group) we were responsible for signing, promotional integration with Lands’ End and Sears and all floor sets such that the Lands’ End brand would be represented inside the Sears store in the best light possible.

Responsible for all aspects of launching a collegiate and pro sports licensing business. Direct reports included Licensing Manager and Licensing coordinator. A large percentage of my time was spent partnering with cross functional leaders including IT, Finance, Product Development, Inventory, Marketing, Creative and Operations to quickly integrate licensing into systems, processes and existing marketing activities. Reported to EVP Marketing. Licensing was identified as part of a strategic review as a business the company could develop that would leverage the power of the brand, highly educated customer base, existing products and embroidery capabilities. I asked to lead the effort to create the business plan and launch the new venture. The business specialized in marketing Lands' End products with collegiate (200 schools), Major League baseball and National Hockey licensed logos to both existing customers and using the business to acquire new customers for the brand. The business was launched 100 days from board approval. During that time relationships were developed with licensing agencies, marketing tools were created, web site built and inventory secured. All financials including revenue, units, expenses and profit achieved budget. Nine of ten customers rated their experience “satisfied” or “very satisfied” with the product, embroidery and customer service. In addition several unique brand exposure opportunities were executed including outfitting Major League Baseball executives and retired players in Lands’ End gear for 2002 All Star Game activities. After the acquisition of Lands’ End by Sears I was asked to be one of the leaders of the Lands’ End/Sears integration effort.

Reported to SVP Corporate Sales, oversaw 5 direct reports (call center manager, training manager, national account manager, product manager, marketing manager). Key responsibilities were driving top line and providing operational expertise during a period of explosive growth. Sales grew significantly from 1996-2000. Reduced cost per call by 6%. Launched first division web site. Launched first electronic gift card capabilities. Within the call center operation there was a significant opportunity to adjust the mindset from an operational focused to become more customer and employee focused. This was necessary due to the rapid growth of the division and the need to retain highly competent staff. We installed new hiring criteria, increased training investments and began using new call metrics that resulted in a reduction in cost per call. In addition I spent a great deal of time with the call center leadership team as well as call center staff to improve morale, reduce turnover and improve call quality. National Sales was launched. The team quickly studied competitors, identified service and product gaps and quickly developed program management capabilities that resulted in large national account wins. On the marketing side in addition to being responsible for national advertising, PR, sales collateral, we launched a program with FORTUNE to be the exclusive provider of logo’d product with the 100 Best Companies to Work logo. The program was designed to increase awareness and to use the exclusivity to gain access to some of the most successful businesses in the US.

Complete P&L responsibility for division. Reported to COO, oversaw 5 direct/indirect reports (2 District managers, Marketing Manager, Operations Manager, Liquidation manager. 500 Employees. Division consisted of 23 retail locations spread across 5 states whose primary objective was both the liquidation of overstock, discontinued and returned products as well as driving customer acquisition for lands' End direct. The division was consistently recognized for representing the brand well, acquiring customers, and as a source of well trained, dedicated and hard working leaders, twenty seven of which were transferred to corporate to support rapid growth on the catalog portion of the business. (27). Responsibility included all operational aspects of managing the stores: Budgets, reporting, real estate, payroll, loss prevention, maintenance, logistics, pricing, recruitment, training, allocation and visual.

Retail Operations Manager Reported to Retail Director. The retail division was launched as a new channel of liquidation in 1980. This position was created knowing that additional stores would be added as the catalog business crew and a solid operational foundation was needed to ensure success. Overall responsibilities included establishing policies and procedures for all aspects of running a retail division. Areas of focus: Budgeting, reporting, policy/procedure training, building maintenance, loss prevention, new construction. Managed construction and set up of 6 new stores in Illinois, Wisconsin and Iowa that ranged in size from 2500-10,000 sq ft. Stores opened on time and on budget.