Gabriel Mercado

Cardenas Markets is a KKR portfolio company, acquired in 2016. After the KKR acquisition, Cardenas also acquired Mi Pueblo, a fifteen-store chain based in San Jose, CA, and seven stores from Los Altos Ranch Markets in Phoenix, AZ. Currently, Cardenas operates 59 stores focused on fresh, value-added perimeter departments, and an enhanced shopping experience targeting 1st, 2nd, and 3rd generation Hispanics. Total sales are more than $1B. Responsible for full enterprise Merchandising P&L, go-to-market strategy definition, pricing and weekly flyer strategy, product assortment, merchandising analytics, product sourcing, and in-store layout and merchandising. Key role in the design and rollout of Next Generation stores, Café Cardenas, and in-store buffets. Led corporate cross-functional store operations support team. Member of the Cardenas Foundation Board of Directors.

99 Cents Only Stores is the original Dollar Store, founded in 1982 in Los Angeles, CA. 99 Cents Only currently has 400 stores in the Southwest, ranging geographically from California to Texas. Unlike other Dollar Stores, 99 Cents Only drives traffic via a fresh strategy in Produce, Dairy, and Deli. 99 Cents Only is majority owned by Ares Management (NYSE ARES), a private equity group with +$80B in assets under management, and the Canada Pension Plan Investment Board, which manages $234B in net assets. • Responsible for all purchasing/merchandising and pricing for the Grocery division and all its departments: Grocery, Beverage, Alcohol, International Foods, Candy. • Managed the Katy, Texas, merchandising office. • Scope of responsibility of $750M reporting directly to the C.M.O.

• Responsible for all purchasing/merchandising of all General Merchandise departments: Electronics, Pet, Hardware, Automotive, Kitchenware, Housewares, Toys, Sporting Goods, Stationary, Seasonal Candy. • Managed the Shenzhen, China, sourcing office on an interim basis. Defined strategy, roles, and responsibilities for interactions between the U.S. and China sourcing offices. • Leading role in defining increased assortment for price points above $1. • Led weekly sales review meeting for the entire merchandising team. • Increased comp store sales for the division 3X the company rate by focusing on category management, sku rationalization, and a comprehensive merchandising plan. • Decreased inventory 40% by implementing an Open-To-Buy policy and adhering to inventory management principles.

Bodega Latina Corporation (BLC) is the U.S. subsidiary of Grupo Comercial Chedraui, Mexico’s third largest retailer. “El Super” is the banner for BLC’s supermarket stores in California, Arizona, and Nevada. BLC is the largest Hispanic grocery chain in the United States and the third largest small chain & independent. Responsible for all merchandising (purchasing, promotional, pricing, marketing and advertising, sales, profitability) aspects of the Grocery (Dry, Frozen, Dairy, Deli, Beer/Liquor, Beverages), Health and Beauty Care, and General Merchandise divisions (from design, to sourcing, to point of sale).

As a Member of the Managing Board, led various committees including global sourcing, general merchandise expansion, seasonal development, raceway strategy, and cross merchandising. An active member of all of the Managing Board sub-committees including Marketing & Pricing, Store Expansion, Store Format & Branding, New Businesses, Store Planning & Design, Own Brand, Cost Reduction, and Change The Business. As a GMM, was responsible for all of the merchandising/procurement functions for all of the Non-Food divisions: General Merchandise, Health/Beauty/Baby/Rx, Apparel and Shoes.

Responsibilities included strategic definition, vendor and item selection, pricing, marketing and advertising, purchasing and negotiations, store layout, and sales for the following categories: electronics, cellular phones & pre-paid cards, movies, music, books, magazines, and school/office supplies.

As the FP & A Director, led the company through the financial planning/budgeting/forecasting process. Prepared board management presentations, analysis, and commentary. Additional responsibilities include ad-hoc financial analysis, ROI, business plan preparation and analysis, cost/benefit analysis, and operating, administrative, and merchandising cost control. Led the short and long term strategic and financial planning process.

Prepared consolidated financial statements in US GAAP and local currency. Designed and implemented multi-period/month accounting system and all sub-systems, as well as leading the teams that managed them. Responsible for metric definitions, financial, performance evaluations and analysis.