RUSSELL GORDONID NO: 600213 5129 088

PASSPORT NO.481819302

12 Tierberg RoadBothasigCape Town

Mobile + 27 73 370 1329stormers1960@gmail.com

INTRODUCTION

Management experience in excess of 30 years, last 20 at Senior/Executive level Middle East retail experience within a Fashion Franchise Environment Experienced Retail Management Executive Experienced in Sales,Merchandise, Marketing, Operations and Finance Key skills and strengths include; negotiation, strategic development, planning and

implementation, relationship building, leadership and people development Knowledge and full understanding of; marketing mix, working capital and asset

management, branding and strategic positioning Experienced in the Development of Brands, Categories, Strategies and Business

Development

CAREER SUMMARY

Jan 2011-October 2014, General Manager, Star Franchise Holdings Ltd, reporting to Ahmed Parkar, Group Chief Executive Officer (Mauritius)

Dec2009-Dec 2010, Brand and Merchandise Controller, Alhokair Fashion Retail, reporting to Shaun Kriel, Chief Operating Officer (Saudi Arabia)

Aug 2007-Nov 2008, National General Merchandise, Metcash Africa, reporting to Mark Wood, Merchandise Director

Dec 2006-July 2007 Consultant, Squawk Communications

April 2004-Nov 2006, Owner, Grabbitt and Runn/Electronix Connection

Mar 2003-Feb2004, Operations Director, Retail Capital Ltd, reporting to Dave Wolpert, Managing Director

June 2000-Feb 2003, Marketing (Advertising and Merchandise) DirectorFurniture and Appliance City, reporting to Roelf Combrink, Relyant Value Retail Chief Executive Officer

Mar 1999-June 2000, Managing Director, Appliance City, reporting to James Bell, Retail Corporation Chairman

Mar 1990-Feb 1999, Buyer/Snr Buyer/Merchandise Executive, Dion Stores, reporting to Neil Pleaner, Mass Discounters Merchandise Director

May 1985-Feb1990, General Manager Dion Stores Wynburg/Boksburg/Westgate, reporting to Alex Rymaszewski, Operations Director Dion Stores

May 1981-May 1985, Store Manager Ackermans Stores reporting to Regional Manager

KEY SKILLS AND EXPERIENCE

GENERAL MANAGEMENT

Management of strategies, people and business process’s Experience in Furniture, Fashion and Appliance/Electronics retail 30 years retail experience, last 20 at Executive level Logistics and warehouse management Performance based culture development Exception management and action plans Development of Positioning Statements, and Business strategies Focus on exception analysis and action orientation Management of the marketing mix Interdependence of businessl pillars (Sales, Operations, Merchandise, Marketing,

Human Resources) Empowerment, with responsibility and accountability

OPERATIONS

Management of retail outlets (7000-20000sqm) Management of in store executive teams Store development and rollout Store openings, from planning, fitting out and opening Monitoring and planning post opening to ensure ongoing success Redesign of layouts and interiors, with store design teams Close working relationship with Ops Directors and Ops teams Lease negotiations

FINANCE

Management of financial executives Working capital and asset management Cash flow forecasting Close working relationship with Financial directors Management and control of financial issues in own business Business planning, budgets expense control Creditors and Debtors management Development of systems and process’s

MARKETING

Development of marketing plans and media campaigns Appointment and development of creative agencies Working with media houses, newspapers, radio and TV Brand and category development Planning of weekly, monthly and seasonal/peak campaigns Forming close working relationships with key parties Ownership of brand positioning Implementation of agreed brand strategies Competitor and market analysis Development of marketing team

MERCHANDISE

Product sourcing and development Supplier rebate and confidential Supplier trading agreements and terms Alignment of brand strategies with supplier strategies House brand development Management of the buying and planning function Range management and development Pricing and range structures Category dominance strategies Supplier development, current and new

CAREER HISTORY

MAURITIUS (01/2011-10/2014) GENERAL MANAGER STARKNITWEAR GROUP RETAIL DIVISION

RESPONSIBILITIES

Management of 3 Retail brands within the group, reportingto the Group CEO

*Mr. Price, a franchise brand from South Africa focusedon the middle market with value for money apparel andhouse wares, with 3 stores ranging in size from 1000sqmto 2600sqm. A 4th store will open in August 2012

*Home2Office, our electronics brand with 2 stores (reduced from 6) of 200sqm. This brand we have repositioned to include a furniture and a selected house wares offering *Red Snapper, our fashion brand with 6 stores, averaging 60 sqm,. An accessory range was recently added, with plans in place to add footwear.

Develop strategies to grow our retail business through current and future brand development

Ensure growth and profitability of the division Responsibility for all company owned properties. Development of team from stores to Finance, HR and Supply management

ACCOMPLISHMENTS

Consolidation of 3 brand support services to 1 team (Finance, HR and Supply) Reduction of expenses by 15-20% through; reducing retail space,

critical focus on every expense, staff scheduling, redeployment and naturalattrition

Reduction of stock from 16 weeks average to 11,with a target of 9 weeks by year end Margins increased from 35.3% to 38.6, through; less more often stock strategy,

fashion focus on width with less depth, on ongoing clearance of slow movers and remnants and focus on core and basic merchandise

Brand Mangers are fully accountable, through coaching, guiding and performance based management

Currently in negotiation for 3 new sites for Mr Price brand and 2 for Red Snapperto increase our footprint in the market

Direct report of Finance, HR and DC Managers,

I returned to South Africa after Mr Price did not renew the franchise agreement

SAUDI ARABIA (12/2008-12/2010) ALHOKAIR FASHION RETAIL BRAND AND MERCHANDISE CONTROLLER

RESPONSIBILITIES

Management of 25-30 brands, through a team of 3 Merchandise Managers, 3 DivisionalBrand Managers. Brands under my mandate included Desigual, Cortefiel, Promod, 9West, Nokia, Le Chateau, Urban Behavior, Costa Blanca, Stokes, Exit, reporting to Chief Merchandising Officer

Develop business plans for new financial year Develop the Brands to partner expectations Develop monthly sales targets Implement the OTB/buy plan for each brand Achieve ,Sales, Margin and Stock Turn budgets Develop strategies to achieve brand profitibility Monitor brand performance, daily, weekly and monthly Set out action and implementation plans to rectify underperforming areas Performance manage subordinates to ensure growth and development Enhance and maintain relationship with brand partners

ACCOMPLISHMENTS

Developed a less more often replenishment strategy which improved flows, reduced markdowns and increased margins.

Refocus of Brand Management to operational excellencethat improved store standards, reduced shrinkage and staff turnover

BU achieved margin and stock budgets Reduce store area without affecting sales, thereby increasing densities Returned Nokia and Stokes brands to profitability through focus on improved

margins, promotions and people development Provided leadership and guidance to both direct and indirect reports many of

whom have subsequently been promoted to senior positions

I left the group as my contract had expired and I was offered my current position

METCASH AFRICA (08/2007-11/2008) NATIONAL GENERAL MERCHANDISE EXECUTIVE

Management of the national buying team (10-12buyers) for the Trade Centre brand of the group, 12 stores average 5000sqm,with a turnover of USD50m per annum, reporting to the Merchandise Director

RESPONSIBILITIES

Achievement of all Financial Objectives Supplier confidential rebates, advertising and ad hoc contribution Stock levels and Stock Turns Promotional effectiveness

Weekly performance monitoring Action plans to rectify underperforming areas Identify and develop new categories and opportunities

ACCOMPLISHMENTS

Increased Supplier confidential by minimum 0.5%-1.0% Changed the focus of Advertising from short term discounting to value

resulting in increasing promotional margins from 8-10% Achieved sales growth of 9.5% and margin growth of 30% Stock levels reduced by 12% Introduction of basic OTB system Replenishment focus on 80/20 Principle which resulted in increased availability

raising from mid 60% to high 70%

I left the group to pursue my career in Saudi Arabia SQUAWKBOX COMMUNICATION (12/2006-07/2007) Marketing Consultant

Squawkbox is an Interactive Voice Recording tool. It is an additional tool that has lead generation capabilities, as well as management tools for Principals and Owners.

RESPONSIBILITIES

Branding and Strategic positioning and direction Marketing and Sales consulting Training and implementation of the system Follow-up on implementation and use of the system Presentations to all Real Estate Organizations Development of Agents

ACCOMPLISHMENTS

Successful launch of concept in January 2007 Reduction of Agency Advertising Costs Increase of sales Mandates Increased sales leads +-275 Estate Agents on the system by end June 2007 Increase sales force to further penetrate the market

I left this position to take up an offer at Metcash

GRABBITT and RUNN-ELECTRONIX CONNECTION (PTY) LTD (04/2004 – 11/2006) Owner/Director

Electronix Connection is a retail business which markets appliances, both large and small, including vacuum cleaners, Electronics (TV, Plasma, LCD, Home Theatre, etc)Across the major brands, that is available in South Africa retail market. The brand also sells a selected range of kitchenware, house wares, furniture and bedding.

RESPONSIBILITIES

Conceptualize the brand Branding and strategic positioning and direction Product ranging and sourcing Lease negotiations Debtors and Creditors management Working capital and asset management Advertising and promotions Trading terms and other income Sourcing of new suppliers and products Training and development of staff

ACCOMPLISHMENTS

Successful launch of brand in May and June 2004 Achieved turnover of R1.15 million by August 2004 Opened our 3rd store in Nov 2004 Introduction of insurance replacement service Achieved break even in March 2005

At the time of selling the business, due to cash constraints, I had 3 stores with a turnover of USD 4.2m per annum

RETAIL CAPITAL LTD (03/2003 – 02/2004) Operations Director

Retail Capital was a new group that was to be built in the South African retail environment, the group was to operate and focus in the Appliance, Furniture and bedding categories.

RESPONSIBILITIES

Sourcing suitable store locations Achievement of business plan financial objectives Staff recruitment and training Implementation of systems and procedures Lease negotiations Store openings, layouts and displays Product ranging and sourcing Product forecasting and OTB Development of new suppliers

Successful launch of 2 brands namely; Lounge ‘n Beyond -1 store and Mattress Discounters-2 Stores by December 2003.

I left Retail Capital to start my own business

FURNITURE AND APPLANCE CITY (RELYANT RETAIL GROUP) (06/2000 – 02/2003) Marketing (Advertising and Merchandise) Director

The brand had 27 stores and a Turnover of USD 150,000,000 P/AI led and managed 4 Executive Buyers, an Advertising Manager and 2 Planners.

RESPONSIBILITIES

Reposition Furniture City, a traditional credit chain to a Value retailer Model new concept on Appliance City business Model(Lower Margin%, High

Volume, Low Expense base) Drive our new strategic thrusts and positioning Ensure the smooth integration of the 2 brands Identify and develop new categories Guiding and developing the team Liaison, co-operation with operations and finance

ACCOMPLISHMENTS

Achievement of new financial model(sales margin, volume) Successfully re-ranged the brands Introduced new ranges and categories to compliment the new positioning Development of exclusive ranges Expanded Appliance City stores into Furniture City by end October 2000 Successfully launched the 3 Cities concept (Furniture, Appliance and Bedding) Development of Single Couch Program Largest retailer of AEG, Bosch, Miele Appliances King Koil bedding, developed into Major Brand Grew turnover from USD 110,000,000 to USD 150,000,000

I left the group to take up new position at Retail Capital

APPLIANCE CITY (RETAIL CORPORATION) (03/1999 – 06/2000) Managing Director

The brand had 10 stores, which was reduced to 7 stores and a Turnover of USD 25,000,000 million per annum. Average store size was 1500Sqm

RESPONSIBILITIES

Formulating a turn around strategy Return the brand to breakeven in 6 months and profitable in 12 months Drive the agreed Strategies Reduce the cost base Outsource non essential areas Ensuring our marketing effectiveness Develop a strategy to ensure an ongoing competitive and sustainable advantage Manage and lead an executive team of 4 whose functions were: merchandise,

marketing, finance and operations

ACCOMPLISHMENTS

Returned brand to profitability ahead of schedule (end Dec 1999) Implementation of key strategies Successful exit from marginal and loss making stores Increased all supplier terms on average from 30-45 days Cost reductions of 15% Increasing of margins from 10 to 12.5% and other income from 9 to 10% Reduced stocks levels by 25 % Increased turnover by 20 % 1st brand to market Stainless Steel Appliances in South Africa

Relyant acquired the Brand in Jan 2000, I was appointed as Marketing Director for the combined brand

DION STORES (MASSMART) (04/1995 – 02/1999) Merchandise Executive

My portfolio as Merchandise Executive included Large and small appliances, Sound and vision, Home office and Equipment, Cellular PhonesI managed a team of 6 senior buyers with planners and admin support

RESPONSIBILITIES

Formulation and implementation of category strategies and direction in line with company strategy and positioning

Formulate short, medium and long-term objectives with buyers Measuring these against key performance indicators and available information Plan, manage and control advertising and promotions on an ongoing basis Rebate negotiations with suppliers Liaison with stores on promo’s, new products, ranges Identify new opportunities Sourcing of differentiated products – local and overseas

ACCOMPLISHEMENTS

Successfully launched the cellular offering (contracts)Launched the 1st prepaid cell package in South AfricaDion was the first brand to market DVD and Home TheatreAlways first with supplier new product and developmentDeveloped exclusive ranges with suppliers

I left the group when Dion merged with Game and moved to Durban

MASSTORES (MASSMART) (08/1994 – 04/1995) Senior Buyer – Appliances

DION STORES (03/1990 – 08/1994) Buyer – Appliances

Dion Stores appliance buyer covering large appliances, small appliances and seasonal products.

DION STORES   (05/1985 - 03/1990) GENERAL MANAGER

Discount department store chain covering electronics, house wares, DIY, outdoor, sporting goods. The chain was the leading discounter and had 25 branches. Average branch turnover was USD 10m per annum The stores that I managed ranged from 7500 to 20,000sqm. I had a management team of 9 senior managers and a compliment in excess of 200 staffI moved into buying after discussions with both the Ops and Merchandise Directors

ACKERMAN’S STORES (05/1981 – 04/1985) Store Manager

I began my retail career, progressing from a trainee manager to a branch managerMy responsibilities included: Administration

Instore merchandising and displaysShrinkage controlStaff TrainingFeedback to Regional Mangers

EDUCATION

Gordon Institute of Business Science (2001)Operational Finance, Marketing, Economics

Sea Point Boys High (1978)English, Afrikaans, Math’s, Biology, Economics, Accountancy

Languages

English Oral Fluent / Written FluentAfrikaans Oral Fluent / Written Fluent

SKILLS, EXPERIENCE AND ATTRIBUTES

Business Development Computer literate Implementation of systems, strategy and procedures Operations People Management – leading, developing, mentoring Negotiation skills Product sourcing – local and international Strategic planning and developing Marketing and merchandise Category management and development Strategic supplier relationships Analytical and action orientated Delegating and empowering Performance driven Adaptable Commercially Astute