Matthew Gutermuth Email & Phone Number

Los Angeles, California, Us

Los Angeles, California, Us

A Goldman Sachs Portfolio Company

Rockville, Maryland, Us

A Goldman Sachs Portfolio Company

Rockville, Maryland, Us

Jacksonville, Florida, Us

Madison, Wisconsin, Us

Madison, Wisconsin, Us

Houston, Tx, Us

Leadership 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

Jacksonville, Fl, Us

Leadership 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.

Jacksonville, Fl, Us

Leadership 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%).

Jacksonville, Fl, Us

Leadership 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%.

Us

Leadership 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.

Us

Leadership 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%+.

Us

Leadership 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).

Chicago, Il, Us

Leadership 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.

Greater Chicago Area, Il, Us

Leadership 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.

Purchase, New York, Us

Earlier 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)