Matthew Gutermuth Email and Phone Number
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m7gutermuth@gmail.com | (904)576-1444 | Operating Executive who specializes in leading business turnarounds - 7 successful transformations led, across Retail, Consumer, Technology, and Distribution. Multi-functional leader; creating vision, shaping strategy, and inspiring people to deliver extraordinary results.CEO | Operating Partner | Chairman | Board Member | Technology | Retail | Consumer | FoodserviceiControl Data Solutions (Goldman Sachs Company) | CEOSysco: Corporate Officer | Vice President Corporate MerchandisingWinn-Dixie: Lead Merchant | GVP Center Store, Own Brands and PricingSafeway: CEO Safeway.comEnergized by the opportunity to improve an organization's results, I love to impact change. As a Senior Level business executive, this has included building brands, leading change, creating differentiated growth strategies, and developing people, thus enabling the team to achieve extraordinary results, that many might view as out of reach.Lastly, I have the courage and confidence to make change happen. I enjoy the sharing of ideas and the opportunity to take a different path to achieve improved results. As a leader, authenticity matters! An authentic leader has the ability to get others to believe in themselves. When the team believes they can WIN, success is within reach. I deliver business results in a positive and uplifting way. As a leader, my responsibility is to drive positive financial results for the company, while developing other great leaders. Over my years I have done just that for each company that I have had the privilege of working for.Our team successfully led the TRANSFORMATION at Winn-Dixie, our team successfully INNOVATED at Safeway.com and became a viable growth engine for Safeway, and our team successfully DELIVERED over $450M in Gross Profit upside which helped to spark Sysco's recent improved performance.
Able Freight Services Llc.
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Interim Chief Executive OfficerAble Freight Services Llc. Dec 2024 - PresentLos Angeles, California, Us
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Member Board Of DirectorsAble Freight Services Llc. Feb 2024 - PresentLos Angeles, California, UsA Goldman Sachs Portfolio Company
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Chief Executive OfficerIcontrol Data Solutions Mar 2021 - Jul 2024Rockville, Maryland, UsA Goldman Sachs Portfolio Company -
Board MemberIcontrol Data Solutions Jul 2012 - Mar 2021Rockville, Maryland, Us
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Chairman Of The BoardTendedbar Jul 2017 - Mar 2024Jacksonville, Florida, Us -
Chairman Of The BoardGrocerkey Jan 2019 - Aug 2021Madison, Wisconsin, Us -
Board MemberGrocerkey Jun 2016 - Aug 2021Madison, Wisconsin, Us
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Category Merchandising ExecutiveSysco Mar 2013 - Jan 2016Houston, Tx, UsLeadership scope: Hired to help lead the development and implementation of Category Management within Sysco. As a leader in food, and the largest Distribution company in Food Service, this change in "go to market" strategy has impacted the industry as a whole. "Cat Man" has been a major contributor to Sysco's improved performance over the past three years.Led the centralization of Merchandising (72 independent domestic Operating Companies rolled up into a "One Sysco" approach) / 40 individual OpCo visitsAchieved Sales, Volume, and Profit Plan all three yearsIn three years, delivered over $450M in Gross Profit Dollar improvement through Category Management (exceeded our Board commitment by over $150M)Developed and Implemented Sysco's "Strategic Broker Model", which created a competitive advantage for Sysco by more effectively leveraging Broker resources to sell exclusively on behalf of Sysco (over 1,000 incremental resources added)Achieved Sales Revenue growth of +7% / Case growth of +3.5% in FY15 (both results above Plan)Reversed a five year negative gross margin trend in FY15 (+20 bps)Restructured Merchandising organization to support Sysco's centralized business model -
Group Vice President Center Store, Own Brands, Pricing, Data Integrity (2010 To 2012)Winn-Dixie 2010 - 2012Jacksonville, Fl, UsLeadership scope: Leadership of 3 major functions – Center Store (packaged goods) Merchandising, private label (Own Brands) activity, and Pricing/Data Integrity, representing 70% of company sales. P&L accountability for $5B sales revenue; $1.4B gross profit; $90M contribution to EBITDA; 400 employees. Member of Executive Team and Strategy Team that revitalized a struggling brand and business results. Managed supplier relationships and proactively engaged supplier community in supply chain improvement initiatives. Counteracted $30M earnings shortfall target for 2011 by rolling out 2 key initiatives to 45,000 employees company-wide in less than 3 months, eliminating functional silos and fostering teamwork. Implemented customer reward initiative that delivered positive traffic trends for first time in 2 years. Results: • FY 2011: Company finished with $114M in EBITDA – an additional $34M to original back-half forecast.• FY 2012: Achieved sales plan of +3% ID growth and EBITDA plan of $127M driven by Center Store performance, representing 80%+ of company sales growth and all of profit growth.• Company was recognized by several rating firms for improvement in customer service. -
Group Vice President Center StoreWinn-Dixie 2009 - 2010Jacksonville, Fl, UsLeadership scope: Promoted to reinvent the non-food business while managing all Winn-Dixie Center Store merchandising. P&L accountability for $5B in sales; $1.4B gross profit; $90M contribution to EBITDA; 200 employees.Developed 3-year plan that turned around Non-Food business trending negatively the prior 2 years. Developed a robust category planning process saving $20M in COGs the first year. Results: • Year 1: Eliminated nearly $40M of dead inventory and reduced shrink by over 100bp. • Year 3: Non-Food business achieving top-line growth of almost 3%, capturing over a full point in market share, with additional inventory and shrink reduction (down to 4.9% of sales from 6.5%).
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Vice President Center StoreWinn-Dixie 2008 - 2009Jacksonville, Fl, UsLeadership scope: Hired to build a strong merchandising organization capable of delivering consistent results and brand turnaround after bankruptcy exit. Managed organization that represented 70% of company sales. P&L accountability for $4.4B in sales; $1.2B in gross profit; $80M contribution to EBITDA; 150 employeesTurned around damaged brand and low supplier confidence following bankruptcy. Built and executed an aggressive 100-day plan. Reorganized and recruited team members to help lead change to culture of accountability, financial acumen and strategic business planning Results: • Increased supplier confidence and investment from $350M to $525M annually. • Achieved both sales and profit plan that year. Team earned bonus at over 100%.
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President / Ceo – Safeway.ComSafeway 2006 - 2008UsLeadership scope: Promoted to accelerate online segment growth and achieve profitability. Energized employees through strong leadership and communications and added new revenue streams. Full P&L accountability for a $250M business unit with 800 employees. Launched new business models to drive additional revenue while adding value to brick & mortar business. Doubled size of the business and reached positive income within 2 years, 12 months ahead of schedule. Results:• ID sales grew 52% in first year – the highest growth rate ever seen at Safeway.com – while improving gross margins by nearly 100bp.• Transaction size jumped from $20 to $155 per transaction while customer acquisition costs were cut 50%. • Achieved +48% ID growth rate during second year, and maintained less than 5% staff turnover despite a difficult merger. -
Business Unit General Manager – Alcohol And TobaccoSafeway 2004 - 2005UsLeadership scope: Promoted to continue implementation of a centralized buying function for assigned categories and to reverse declining alcohol and tobacco sales. P&L accountability for U.S. sales ($2B) and marketing; 100 employees. Challenge: Alcohol and tobacco sales negatively affected by external factors. While other retailers discounted, differentiated company through sales and marketing of higher priced Craft beer and upscale wine. Developed a first-in-industry clustering process for Alcohol merchandising; established a robust strategic planning and forecasting process adopted company-wide. Business unit became fastest growing in growth vs. plan and growth vs. prior year company-wide. Results:• Generated 3% increase in beer sales (best nationally) fueled by Craft segment up by 45%.• Wine sales grew nearly 20% and average wine transaction increased from $7 to $10. • Sales of spirits jumped 7%+.
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Vice President Consumer Demand – Beverages, Snacks And AlcoholSafeway 2002 - 2004UsLeadership scope: Recruited by former customer to introduce contemporary retail merchandising practices to the business. Initially held shared accountability for U.S. sales and marketing of all Beverages, Snacks and Alcohol products ($4B in U.S. sales; 100 employees). Took over full P&L ownership after building a centralized structure. Challenge: No clear targets, P&L ownership or visibility into category data. Built a centralized merchandising structure, including all business processes; recruited top talent to run large categories nationally; implemented a successful buying structure for complex categories. Results: • Sole business unit in all of Safeway to show positive sales ID growth consistently while managing employee turnover to less than 1% (1 loss in 2 years).
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Customer Vice President / Team Leader, SafewayThe Kraft Heinz Company 2000 - 2004Chicago, Il, UsLeadership scope: Led sales turnaround for Nabisco within Safeway. Managed all U.S. sales and trade spend for Nabisco products sold through Safeway. P&L accountability for $215M in sales to Safeway and $35M+ in trade spend; 20 employees, including 9 RVPs.Challenge: Nabisco business with Safeway down 9%; 2nd consecutive year of significant decline; trade overspend. Launched nationwide listening tour to determine cause and rebuilt relationships within Safeway. Results: • Business growth reached +7% per year by end of year while eliminating $5M trade overspend. -
Market Leader, San Antonio, Tx (1997 To 2000); Category Manager, Richmond, Va (1997)Mondelēz International 1997 - 2000Greater Chicago Area, Il, UsLeadership scope: Led sales and relationship turnaround with HEB. Promoted in less 2 months to Market Leader of a team of 50 responsible for $150M in sales revenue, primarily to HEB. Turned around HEB business in the market from double-digit downward trend to +8%. Initiated a streak of 5 consecutive years of positive sales and profit growth. Led team to rank #1 out of 35 nationally. -
Market Development Manager, Richmond (1994 To 1997)Pepsico 1988 - 1997Purchase, New York, UsEarlier roles included...Market Development Representative, Baltimore (1992 to 1994)Key Account Manager, Baltimore (1990 to 1992)District Manager, Baltimore (1988 to 1990)Account Manager, Baltimore (1988)
Matthew Gutermuth Skills
Matthew Gutermuth Education Details
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University Of RichmondBusiness Administration / Marketing & Management
Frequently Asked Questions about Matthew Gutermuth
What company does Matthew Gutermuth work for?
Matthew Gutermuth works for Able Freight Services Llc.
What is Matthew Gutermuth's role at the current company?
Matthew Gutermuth's current role is CEO | Chairman | Operating Partner | Technology | Retail |Consumer Packaged Goods | Foodservice | Speaker.
What is Matthew Gutermuth's email address?
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What is Matthew Gutermuth's direct phone number?
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What schools did Matthew Gutermuth attend?
Matthew Gutermuth attended University Of Richmond.
What skills is Matthew Gutermuth known for?
Matthew Gutermuth has skills like Forecasting, P&l Management, Pricing, Retail, Management, Merchandising, Strategy, Leadership, P&l, Strategic Planning, Cross Functional Team Leadership, Income Statement.
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