Robert E. Hill Email & Phone Number

Memphis, TN, US

• Developed a strategy to shift sales away from online marketplaces to owned site by utilizing online marketplaces as market makers and reducing the selling fee/marketing expenses by 52%.
• Audited operational processes, financials and digital marketing spend. Created and implemented plan to address opportunities for cost reduction across the operation.
• Oversaw the design and construction of a mezzanine in the warehouse to increase usage of vertical square feet for small pickable items, which allowed the installation of 3 additional rows of warehouse racking.
• Completed a thorough review of the 3rd party marketing agency being used and determined that ROAS was extremely low across all selling channels. Led an RFP to find best in class digital marketing agency and reduce.
• Created a new vertical during COVID to sale car, marine and karaoke speakers to meet customers needs. Primary vertical of large commercial speakers was impacted by school, church, and public venues being shut down.
• Implemented NetSuite ERP/WMS with Celigo iPaas to automate data sharing and drive financial decision-making within the business. Determined that the top 600 of 3,800 skus were in-stock an average of 6.5 months of the.

Memphis, Tennessee, US

• Implemented a leadership team, processes, and systems responsible for growing the business from $30M in revenue to over $105M in three years. Reduced dependence on Amazon and eBay, from 82% of the business to less than.
• Converted the company from owner/tax based financial management to GAAP financials setting the business up for potential acquisition by Private Equity.
• Negotiated Supplier Agreements with 28 suppliers across China, India, and the US to harmonize KPI’s, processes, and exclusivity where appropriate. Created supply plan to mitigate 25% tariffs implemented in 2018.
• Oversaw the migration of our e-commerce platform from Magento to Salesforce Commerce Cloud and implementation/integration of DOMO into all business processes for dashboarding and business intelligence initiatives..
• Reengineered the Product Development organization from a single product originator to a team of 8 consisting of Product Engineers, Product Marketers, and a Pricing Coordinator to monitor and adjust profitability of new.
• Led a sell side process, outside of investment bankers, to position, value, find potential buyers and work the process for an exit. Responsible for completing the management presentation and developing relationships.

Memphis, Tennessee, US

• Responsible for all aspects of managing partnerships including commercial, contractual, and relationship management that span multiple geographies (LATAM, NA, EMEA, and APAC). Top strategic partners included UPS.
• Owned target setting with Partners and measuring performance against those targets.
• Developed a Key Stakeholders MOU to map relationships and ensure customer satisfaction across all touchpoints.
• Owned all aspects of business development execution against account plan and approval of all contractual documents between Jabil and its Strategic Partners.
• Participated in monthly Strategic Acquisition Review meetings to assess and recommend potential acquisition targets to the CEO, based on initial due diligence of new verticals and expansion of current capabilities.

• Lead a multidisciplinary team consisting of Operations, Engineering, Supply Chain, Program Management, Information Technology, Human Resources, and Finance departments to effectively manage 1300+ employees and a $160M+.
• Responsible for developing and implementing a worldwide Operations Organization restructuring to reduce decision making time and increase collaboration between operating teams and customer management teams.
• Increased investments in the LEAN Operations Excellence organization, including implementing business intelligence tools to focus on pattern recognition and data analysis, to actively reduce variable expenses by 13%.

Austin, Texas, US

• Overall management of forward and reverse logistics activities in Memphis for customers including Apple, IBM, HP, Dell, Nortel, Ciena, Kodak, and Ford.
• Manage $190 million P&L to profit after interest, as well as clean the Balance Sheet from several prior years of mismanagement. Responsible for management of materials pass thru exceeding $1B annually.
• Developed a leadership team in Memphis that not only regained the confidence of the Executive Leaders in FGS, but also came to be regarded as a top Management team in North America.
• Lead negotiations and contract definition with customers, potential customers, suppliers, and property managers. This included negotiating a first of its kind “umbrella” 10-year property tax abatement with the City of.