Denis McBride

Senior Retail Executive able to draw on depth and breadth of industry experience
to analyze and assess conditions, and develop strategies and initiatives to gro
w the business profitably. A strategic thinker and team builder with charismatic
leadership ability able to mobilize subordinates, colleagues, and senior leader
ship to achieve common goals and objectives. Combines exceptional revenue and pr
ofit focus with superior organizational skills to drive performance. Core streng
ths include
* Merchandise Planning * Developing Talent * Workshop Facilitation
* Strategic Planning * Merchandise Allocation * Store Operations
* Business Process Redesign * Planning Systems * New Store Opening
* Team Building * Store Level Merchandising * Leadership
* Change Management * Financial Modeling * Business Plans
* Multi-store Management * Budgeting & Forecasting
* Balanced Scorecard * Pricing Str
ategies
*P&L Management

Education University of Southwestern La. Lafayette, La

B.S. Secondary Education
Professional
October 2006 April 2010 Erwin Distributing (2nd assignment) Enn
is, Texas
Company Replenishment Manager
The Dallas store was forced to close in August of 2008. The company refused to
renegotiate major lease changes that would have forced the store into a profit m
argin that was below company standards. I was given the opportunity of staying w
ith the company in a completely different context.
July 2008 I was charged with redrawing an Open to Buy Purchase System that was
costing the company 10 to 15% in excess spending every year. The company was sp
ending between 4 and 5 mm a year in replenishment. The saving the first year was
over $ 500,000, Spread out between 31 stores.
The stores were widely varied in sales volume and size.I developed a format tha
t directed ordering according to a central plan of replenishment based on size a
nd sales volume.
I began to work with the IT department to develop financial models for the curr
ent Open to buy system which was adopted and implemented company wide.
In September the company implimented an inventory management control that was p
ut under the buying department and was automated.

The automated system functioned with order processors which were used to evalua
te the order before processing it on to the venders. The job I was offered at th
at time was that of an order processor.
As the economic conditions began to decline in February cuts in office staff be
gan to occur in an effort lower expenses. My position was eliminated once auto
replenishment was firmly in place.
October 2006- August 2008 Erwin Distributing (1st assignment) Dallas, Tex
as
Store Director
Charged with running the companys failing Flagship store with revenue down by 3
2%.
Stores market rank had gone from #1 to #10.
From 2006 to 2008, the Dallas store had experienced a turn around and returned
to its first place status. Generating revenue in excess of 3.2 million dollars.
The store has become the show place for the companys networking business ventur
es. They imported a large number of SKUs that they sold to their coop customers.
They used the Dallas store as their tool to sell their import product lines by
using Dallas as an example of how their stores could look.
Supervised a staff of 16. Sales volume 3.5mm annually.
July 2006-October 2006 Battery and Bands Dallas, Texas
Store Director
Establish company presence in the Dallas market.
Formulated pricing policies on merchandise
according to requirements for profitability of store operations.
Open new store, hire, trained and develop the staff for market expansion.
March 2004-April 2006 Lenox/Dansk Allen, TX
Store Director
Manager of all operations and strategic planning, with P&L responsibilities for
retail sales (a multi-location) merchandise sales operation in excess of $2.1 M
M in annual sales.
Hiring, training and monitoring operations staff of each location including mai
ntaining budget establishing and executing inventory and financial controls.
Develop and build a customer satisfaction environment that made the staff a com
pany leader.
The second operational year improve store profit by 2.5% over the previous year
.
Achieved that goal by cutting expenses and reducing shrinkage to 1.12% of sales
.

Nov 2001-March 2004 Waterford/Wedgwood Crystal Allen, TX

Store Director
Implementation of corporate SOPs.
Providing strong leadership to execute sales generation, operational, visual an
d human resource functions resulting in customer satisfaction, maximum productiv
ity and profitability.
Traveled to locations
The store was making money in the second year of operation.
We were able to increase the bottom line from 2.5% to 5.8% the third year of op
eration.
The sales budget was exceeded by 4.5% the last year that I was there which plac
ed us in the top 5% of the Waterford stores nationwide.
The last 6 months of employment was running the San Marcos store as well as the
store in Allen.
Responsible for inventory control, purchasing, scheduling, receiving, distribut
ion, holiday planning, space allocation, information system for control of merch
andise flow & movement.
Hired and trained the store manager before leaving San Marcos as well as traini
ng replacement in Allen.
June 2000-Nov 2001 Foleys (May department stores) Dallas, TX
Area Sales Manager
Led the House Wares, Luggage, Mens Shoes and Suit vertical, developing go-to-ma
rket strategies.
24 direct reports, hiring, training, scheduling, and terminating for said repor
ts
Managing the Shipping and Receiving Department. Communicating with the S&R Mana
ger to insure compliance on all inventory control paperwork.
Increased sales and reduced inventory and associated carrying costs through imp
roved purchasing logic by applying a just in time strategy along with institutin
g rapid replenishment on key items.
Department ranked as one of top 2 in credit sales for the year.
July 1995-June 2000 Reading China and Glass
Store Manager
The store was a housewares super store. I was one of 5 stores when we started.
The store was 40,000 sq feet. The sales volume was 3.9 million dollars.They clos
ed the company with 36 stores in August 2000. I had a staff of 28 direct repor
ting.
At closing I had opened 7 of the 36 stores that were up and running.I acted as
the new store supervisor fixturing, merchandised and training the manager and
hiring the staff.