Daniel Silverfield

P&L owner and leader for Product, Marketing, Merchandising/Category Management, and Digital Experience (UX/UI, Creative, Content) for the Keurig.com DTC site. Our goal is to delight customers with our subscription program, Auto-Delivery, and loads of variety. Lead Customer Service for Keurig. Focused on providing excellent interactions for all Keurig customers.

Led team of 72 plus 12 indirects across five countries for all buying, negotiating, marketing, supply chain, finance, and marketplace activities for EU JWL; over $1.5B revenues +21% YoY in 2018. Lead for EU Softlines on Annual Vendor Negotiations, Customer Service, and Vendor Funded Headcount. Member of the EU Softlines Executive Team.

Purchased by Serent Capital in April of 2012, Safety Services Company is North America’s largest provider of safety training materials and has received the INC 5000 award six years in a row. The Global Compliance Solutions group specializes in oil, gas and petroleum contractor pre-qualification and is the market leader in pre-qualification consulting. • Led a team of 7 managers and 100 employees to +80% growth in 2013 and +110% growth in 2012 for a $20M Pre-Qualification Service business catering primarily to oil, gas and petroleum contractors. • Built, gathered feedback and implemented a strategic vision to become North America’s largest pre-qualification service provider while diversifying into new verticals, new products and new geographies; created a business development arm to service large clients driving an estimated $3M in revenue in 2013; drove a +32% increase in average invoice amount by implementing a monthly payment plan structure for services based on customer research and pricing analytics. • Developed processes and structure for growth: built a new hire training program which reduced turnover to 80% from 250%, established an accounts receivable team which increased daily collections from $10K to $20K.

• Promoted from +$63M P&L focused on large appliances to $251M P&L adding Floor Care and Home Environment; responsible for strategy and operations across 1275 stores in 200+ Kmart markets; manage 3 direct reports, 6 indirect reports. • Drove a +$4M increase in EBITDA to $36M in 2012 and increased EBITDA +$7.0M in 2011 through strategic initiatives including assortment optimization, new store expansion, a new home delivery system and cost cutting measures; 2nd highest YOY profit growth out of 33 business units for two consecutive years; drove the first profitable week/month/year in Kmart Large Appliances history (established in 2005). • Increased Kmart.com sales by 100% to $4M using an outlet strategy for Floor Care and Home Environment products and by curating assortment of large appliances to lower end customers not targeted on Sears.com.

• Responsible for Kmart Large Appliances strategy, operations and P&L including 1275 stores in 200+ Kmart markets; manage 3 direct reports, 4 indirect reports. • Increased profit +$7.0M YOY in nine months in 2011 through sales driving initiatives including assortment optimization, new store expansion and a new home delivery system and cost cutting measures.

• Expanded the Sears Toy Shop program created in 2009 to 99 stores across 8 markets based on the previous success of the 20 store test generating over $5M in sales, $1M in EBITDA and expanding the national footprint of the Sears Toy Shops. • Led the strategic planning process for the $1B Toys Business Unit; created the Toys Business Unit vision statement and strategic pillars using targeted initiatives as building blocks to determine the 3-5 year plan. • Established the strategy and financial case for creating a distribution-based business model for the Toys Business Unit: o Created a relationship with the Military and distributed My First Craftsman and My First Kenmore proprietary branded product to AAFES and the Navy stores and websites. o Created the business case and model to distribute Just Kidz proprietary branded product to gas stations and travel centers across the country. • Designed and built the Toys Business Unit Innovation Funnel: the process for collecting and executing ideas submitted by Associates, who are rewarded if their ideas pass certain tollgates; over 50 ideas were collected in 2 months with 3 initiatives being implemented.

• Created the financial case and store specific strategy for establishing a year round assortment of toys in Sears; responsibilities included merchandising, operations, finance, vendor partnerships, marketing and store design/layout. Toys at Sears is one of the largest in-store growth initiatives in recent company history. • Led a 40 person cross-functional team to implement the year round toy shop concept in 20 stores across the country. Pilot exceeded expectations, incremental EBITDA and Sears will expand toys into additional stores. • Developed and executed marketing campaign for 20 store launch and Christmas season including PR, social media, in-store events, print, radio and online resulting in a 36% sales lift. • Built the Toys Innovation Funnel: the process for collecting ideas submitted by Associates; over 50 ideas were collected in 2 months with 3 initiatives being implemented.

• Rotational program focusing on cross functional, company wide projects. • Developed internal Service Level Agreements used by Business Units in corporate wide transformation initiative to charge for services rendered and used to evaluate productivity and service quality resulting in increased transparency, more efficient P&L management and improved Business Unit communication. • Sponsored an eight person team to develop a Corporate Social Responsibility and Community Engagement program resulting in the approval of two additional headcount and CSR team.

• Participated on a 10-person team that traveled to underperforming stores in order to drive profitability; as a result, the Southern Division’s 2006 annual profit growth was the highest in the company. • Led a seven-person cross-functional team during the annual planning process resulting in more accurate sales and profitability targets for the 815 stores in the Southern Division with total sales of over $27B. • Managed six Finance Managers using open dialogue and clear feedback leading to four promotions for three individuals within 18 months.

• Supported the largest region in the company with annual sales of $4.8B. Worked closely with field associates to Division Presidents to clearly explain financial management to improve the business through financial analysis. • Created a forecasting model to accurately predict divisional and regional profitability basis using economic indicators, maturity curve analysis and forecast modeling to enhance the company’s future growth target setting process. Incorporated key performance indicators thereby improving forecast accuracy by 5%. • Led a five-person team in the development of the sales and margin planning application for over 2,000 stores. Built, deployed, maintained and simplified this application. • Established methodology for 2,000 stores to adhere to a new accounting standard resulting in cooperative advertising dollars flowing through the retail method of accounting instead of being carried as an expense.