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Sacramento, CA 95831
Nereo.rebellato@gmail.com
925-997-7661 (C) ~ 916-524-0541 (B)
M ARKETING E XECUTIVE
Strategy Development
P&L Management/Budgeting
Sales and Profit Improvement
Category Analysis/Research
Merchandising Excellence
Quality Management
Strategic Relationships
Vendor Relationships
Contract Negotiations
Logistics and Inventory Management
Change Agent
Coach and Mentor
C A RE E R S Y N O P S I S & K E Y A CH I E V E M E N T S
Negotiated two major contracts that improved logistics reduced inventory costs and provided greater
product assortment. The total annualized savings will exceed $5M per year for five years.
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The first contract allowed us to sub-lease one of our distribution facilities, eliminating the cost of
inventory thereby improving cash flow along with the cost savings, improved service levels and
product assortment.
The second allowed us to significantly expand our Natural and Organic offering as well as
Supplements that support core vision as well as lower costs.
Transformed our Wine, Spirit and Beer Department to best in class by expanding Artisan/Craft Beer and
Sprits as well as our wine assortment. Converted 20+ stores to Wine Shops and hired/trained wine
stewards to be trusted advisors for our customers.
Merged Natural Foods (a separate department until July, 2015) to facilitate and accelerate the integration of
Natural/Organic products into our core departments in support of the core vision.
Spearheaded the development of a new strategic price strategy that utilizes internal (dunnhumby) and
external (Nielsen) customer data to identify key items that are most important to our customers and the
market in order to deliver a more fair and consistent price to improve customer retention and acquisition.
Led my department to consistently outpace company sales trends from 2% to 10%. This trend continues
with liquor.
Successfully negotiated to convert our Woks which, due to high labor costs had been unprofitable, to 3rd
party management which delivers GUARANTEED profit and a $6M improvement on our P & L.
Improved Bakery sales trends from -8% (52 week trend) prior to my leadership to 3 years of positive sales
by improving product quality and selection. Significantly expanded Artisan Breads and desserts which
delivered incremental sales.
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Partnered with Operations and Training to review, revise and establish best practices to ensure in-store
execution.
Coach team to find, teach and implement cost savings to improve profitability of the department.
Successfully launched major initiatives during my tenure that help my departments consistently outpace
total company growth by as much as 12%
Reduced our Production Bakery Facility losses from $2M to break even in part by generating outside sales.
Developed a strategic alliance with local vendors and our DC to develop, produce, and deliver products
just in time to our stores. Stores can order today and get it tomorrow to maintain freshness for our
customers and minimize shrink.
Successfully rolled out a Fresh Meal Program (Raleys to Go) that generates $5M+ in annual sales.
Lowered shrink in Deli and Bakery from almost 14% to below 10% by careful SKU rationalization,
increasing turns (sales) on key categories and by conducting a Third Party shelf life study that maximized
shelf life while delivering safe, quality foods for our customers.
Deli/Food Service sales outpace total store sales every year of my tenure. My last year, we outpaced the
store by more than 10% (through 10/15/2004).
Developed the Signature Sandwich line that grew the category from $200M to over $400M.
Developed and launched their Signature Soup program that grew the category from $5 million to on
pace to exceed $100 million in year one.
Developed and marketed the $5 Friday Pizza night where we sold in excess of 225,000 pizzas every
Friday. Milenas Pizza (my mothers name) eventually became their top pizza brand. This event
eventually became $5 Friday at Safeway (major sales initiative for Safeway).
Grew Starbucks from a small, non-profitable department to a department that exceeds $150 million in
annual sales and $20 million in profit dollars in almost 500 locations.
Only department with zero employee turn over during the first 18 months of centralization!
Neighborhood Marketing: Develop plans that allowed stores to meet the needs of their community.
Catering: Develop a strategic plan to expand business to $20 million over the next five years.
Real Time Promotional Management: Manage a promotional tool designed to measure daily sales lift by
store in order to achieve a 3%+ identical store sales increase.
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Doubled bottom line dollar contribution in 13 periods while maintaining sales growth.
Managed department through a year of significant changes both in structure and personnel.
Redesigned Deli and Caf departments that became part of Safeways corporate standards.
Departments achieved a 12.9% sales growth over 12-month period while company decreased overall.
Establish SOP that helped reduced department errors by 37% resulting in one million dollars of annualized
savings.
Omni conversion team member that converted 17 Omni stores to Dominick Fresh Stores.
Establish and manage third party warehouse which liquidated $20 million dollars of excess inventory.
Maximize sales & profits in perishable departments: Meat, Seafood, Produce Floral, Deli, and Bakery.
Forecast volume, sales, and profits for departments with a 200+ million-dollar budget
E DUCATION ~ T RAINING
BS in Commerce DePaul University, Chicago, IL
Interviewing for Decisions 02/1999
Managing Change 11/1998
Socratic Negotiations Skills 10/1995
Zenger-Miller: Facilitating for Results 08/94
NTP Situational Leadership 04/1993
Stock Brokers License (Series 7)