M. Brent Duncan Email & Phone Number

United States

United States

Dallas/Fort Worth Area

Drive business results, cultural alignment, and business transformation - throughout - resulting in optimum employee engagement, service excellence, client focus, and profitable growth. Deeply involved in setting and ensuring the successful execution of FedScale's short- and long-term strategies including growth, operating efficiency/effectiveness, and cost-saving initiatives. Manage close working partnerships with Industry Group and Functional leadership and teams to develop, prioritize, lead, and execute FS initiatives that deliver improved business performance that includes developing financial and operational analytics to inform / track key priorities, building and communicating internal consensus on optimal execution path forward and designing / leading disciplined processes to execute service delivery initiatives.

Dallas/Fort Worth Area: Corporate Office

Responsible for planning, directing, implementing and overseeing the Company’s operational policies, rules, initiatives, and planning. Expanded responsibilities include asset acquisition, property purchases, and general contractor management to complete build-outs to completion.Execute long and short-term plans and directives by implementing judgement, vision, management, and leadership initiatives.Developed, implemented and executed an exemplary customer service process resulting in an 86% decrease in returns and improved customer reviews substantially.Tripled Gross Margin within 12-months of joining the organization through pricing, shipping, and inventory management analysis on the basis of FOB, POE, Domestic, and Drop-Ship criteria.Work very closely with the CEO and President. Responsible for managing the Vice President of Sales, Director of Logistics, Finance Manager, Digital Asset Manager, Warehouse Manager and all subordinate staff.Regularly travel overseas to maintain and manage overseas offices, key partners and factories including associate assessments, real-time quality inspections, and production-line review of pending shipments.

Dallas/Fort Worth Area: Regional Office

Deliver sales, margin, and turn for individual stores through rigorous analysis of the business and identification of localization opportunities. Communicate assortment-related actions to the Central Planner and act as the local expert on the customer and competitive environment within the Dallas District. Families of Business:Intimate Apparel, Sleepwear, Juniors, Ladies/Women’s Dresses, Suits, Swimwear, and Outerwear, Infant/Toddler, Girls, and Boys Apparel and Accessories Key Accountabilities:Conduct in-depth weekly reviews of the business, by door, to drive sales and recommend corrective actions• Drive sales through analysis of weekly reports and customer logs across all doors in the District. Identify sales and profit improvement opportunities and develop action plans to address them• Identify both strengths and underperforming areas and recommend actions to capitalize on what's working and fix what is not working• Drive sales by recommending assortment changes: Vendor, category, seasonality/fabrication, class, color, and size strategies, with urgency to the Central Planning Team.Visit stores weekly, analyze opportunities, and consult with store management to drive salesProvide input on local marketing for doors in DistrictProvide input to Central Planning organization to inform pre-season FOB strategies and opportunitiesBuild bottoms-up, store-level sales plansRecommend assortment/allocation changes to Inventory Management and Central PlanningAnalyze space/fixture productivity and recommend changes in space allocation to drive salesDemonstrate in-depth knowledge of competitive environment within the District

Dallas/Fort Worth Area: Corporate Office

Lead creation of a centralized management group for the Divisional Store Planning department. Responsible for developing, training, deploying, and managing key processes, financial plan targets, and space, inventory and fixture productivity for new and renewal stores to all Divisions. Reported directly to Executive VP of Planning and Allocation and partnered with Divisional management as well as high level executives in Property Development, Marketing, Finance, Investor Relations, Logistics, and Warehouse to execute growth strategy.

$2.28b annual salesManaged a staff of seven analysts in charge of developing and managing merchandise budgets for 1,289 stores as well as the analysis of daily sales, inventory, and markdowns. Developed reporting tools, database utilities, and other means of efficient and effective analysis.

$700.0m annual salesManaged team during centralization process for all associated functions from the field into the corporate office. Worked conjunctively with buying teams on the development of initial merchandise commitment plans, wholesale contract requirements, and allocation plans to maintain optimum inventory levels and inventory turn.

$200.0m annual salesManage largest volume single-business using bottoms-up weekly item and financial dollar/unit plans, Buyer assortment plans, strategic intent, seasonal transition targets, and markdowns. Drive pre-season, in-season, and post-season analysis, identify opportunity and risk, prepare and analyze vendor profitability, item productivity and key item performance to achieve sales and mitigate risk. Consistently over-achieved sales, profit, and turn objectives.

$100.0m annual salesManaged the most extensive merchandise breadth in Children’s Division covering entire girls’ assortment within the Plus business including all variations of tops, bottoms, dresses, and coordinates in addition to the 7-16 National Brand Collection business including Nike, Adidas, South Pole, Skechers, Rusty, and Supergirl.Manage business using bottoms-up weekly item and financial dollar/unit plans, Buyer assortment plans, strategic intent, seasonal transition targets, and markdowns. Drive pre-season, in-season, and post-season analysis, identify opportunity and risk, prepare and analyze vendor profitability, item productivity and key item performance to achieve sales and mitigate risk.

Dallas/Fort Worth Area

Managed 12 team members across Billing Administration, Contract Management, and Customer Request Process Management. Led task force in causal analysis, problem identification, process improvement, and policy implementation. Developed database analysis tools to expedite contract changes and track future value of potential and current customers using trend analysis, market conditions, and seasonal lift. Created web tool to deliver analysis tools, metric reporting, and request tracking to field, senior management, and overseas office.

Dallas/Fort Worth Area: Corporate Office

Key functions included multi-departmental problem solving and working with vendors on new product introduction, negotiating prices, return policies, quality requirements, payment terms, freight contracts, coordinating importer relations from France, Taiwan, Hong Kong, and Japan and developing forecast methods and models to meet vendor requirements and manufacturing needs.• Responsible for conducting business reviews and strategic planning meetings to support contract and program compliance with key business partners. • Supported all CompUSA PC committed programs and other cross team initiatives to include ISO9002 Certification, Total Quality Management, SAP System Integration, Computer Markets and Distribution. • Responsible for inventory and cost controls in all areas of procurement for the division, including all manufacturing product in an MRP/BOM driven purchasing environment, office supplies, and freight.• Develop marketing, general & administrative, and technology obsolescence budgets for product line. Create assortment pricing and BOM coverage and accountability.

$50m annual sales Responsible for managing product life-cycle after initial purchase by Buyer. Duties included allocation, vendor relations and negotiations, managing inventory levels to OTB plan, chain stock balancing, item planning, advertising co-op, markdowns, RTV agreements, and vendor/manufacturer build schedules. Grew in-stock levels from 70% to 93% and consistently exceeded sales and profit goals.

Responsible for selling and acquiring advertising space for the Software Department and consistently met and exceeded that goal at 125+%.

Bba, Marketing

Activities and Societies: President of Alpha Kappa Psi (Eta Kappa Chapter - 1994/95) Professional Business Fraternity• Dean’s List - Fall.

Bachelor'S Degree, Business, Marketing, Finance

Activities and Societies: President of 1992 Pledge Class Alpha Kappa Psi Professional Business Fraternity (Theta Sigma.