Check out this PowerPoint version of my CV including areas of expertise and interest

1. Mark Garrett
Creating customer experiences
that deliver profit & growth
“A business absolutely devoted to service will have only one
worry about profits.
They will be embarrassingly large”
- Henry Ford

2. A highly experienced C level
executive, with a 15 year track
record of delivering profit and
growth for market leading
brands by creating outstanding
customer experiences across
retail and B2B channels.
Together with the CV content included in this
presentation is a review of the areas of interest and
expertise I have developed throughout my career.
•Key Professional Attributes
•Commercial Experience
•Education
•Personal Information
•Recent Reading
CV Content:
•Customer Experience & Retail Sales Strategy
•C2B Purchasing & Pre-Owned Pricing
•Development of Online Marketplaces
•“The High St is Dead...long live the High St”
Areas of Expertise:

3. Key Professional Attributes
Demonstrates tactical, strategic and crisis leadership enabling
teams to hit their numbers.
Possesses a sharp commercial awareness coupled with a
Traders instinct.
Has the ability to facilitate and generate disparate ideas and
consolidate them into a defined vision.
Can analyse and understand complex technical and financial
information drawing qualitative and quantitative conclusions
from structured reporting (such as Management
Accounts, P&L, Balance Sheet and Cashflow) as well as raw
data.
A deep understanding of both Micro and Macro Economics as
they impact individuals, companies, markets and the global
economy.
Demonstrates an unwavering commitment and passion for the
core values of the organisation I work within.
Capable of communicating complex concepts and ideas to a
wide and varied audience both on a one to one basis and
through large scale presentation.
A leader who fosters loyalty and respect from his team and
peers.
A love of detail and accuracy but with the patience and pragmatism to
appreciate and value a colleagues’ best efforts.
Able to provide personal support and professional development for
others within a structured succession plan that delivers greater value to
a business.
Commands an extensive and comprehensive vocabulary that I can
employ verbally and through the written word.
Constantly goal and performance driven with extensive experience in
setting and measuring a broad scope of KPIs for my team and myself.
Possesses the skills and confidence to design and implement Step
Change across a wide range of business disciplines.
An active and engaged listener with a passion to learn and understand.
Able to form a long term view with the ability to deploy all aspects of a
strategy efficiently.
Operates a logical “top down” thought process that offers perspective
and objectivity.

4. Commercial Experience (2011 – Present)
Blaze Europe Ltd Aug 2011 - May 2012
Blaze Europe is a UK developer and distributor of video game
consoles, accessories and software. Recently Europe’s leading developer of
retro gaming consoles from brands such as SEGA, ATARI and NEOGEO as well
as the development of a dedicated retro console (GameGadget).
Sales Director (Interim)
Reporting to the MD the role of Sales Director was to grow existing sales
channels and recruit new distribution and retail partners across the EMEAR
region.
Improved Cashflow position of business through more effective stock
management and procurement enabling investment in new licence for the
NEOGEO X console.
Created direct sales relationships with large scale retailers such as
HMV, GAME, GameSpot and Media Markt.
Secured content licensing agreements for GameGadget project from
publishers including Atari, Midway, Taito, Ocean/Team 17 and Gremlin.
Development management of content delivery platform across
software, hardware and design teams.
Creation and use of Social networking media to support console launch and
manage customer service.
Managed supply chain for new and existing stock lines covering product
sourcing and developed in China and Taiwan through to global logistics and UK
storage and distribution.
Dixons Retail/Equanet May 2012- Present
Equanet (a non limited trading arm of Dixons Retail) is a specialist business to
business IT reseller for large and medium sized managed customers and the
public sector with a £160m annual turnover. Equanet works closely with
businesses and public sector partners to identify, develop and deliver IT
solutions and services.
Head of Commercial
Retained by Dixons Retail to transform the Commercial function and raise the
company profile in advance of proposed disposal from group. A member of the
Senior Management Team and department head of both the
Commercial/Buying Function and Marketing Team. Responsible for maximising
the Commercial value of IT products and services delivered by Equanet.
•Cost of Goods negotiations with Vendors & Distributors, maintaining
commercial terms in face of reduced product volume sales. Improved Gross
Margin of Non IT lines through opening of new supply chain. FY13 purchase
budget of more than £140m
•Management of Purchasing Margin line including rebate (target based and
purchase linked), Early Settlement Discount and MDF. Delivered H1 on budget
across all lines and currently performing 20% up against H2 budget. Total
“below the line” funding in excess of £3m.
•Vendor relationships across all Categories, providing executive sponsorship
with Key Strategic Vendors such as Apple, Microsoft, HP and Samsung.
Delivered incremental funding opportunities from all parties, re-engaged
Microsoft to deliver upwards of 40% growth across all business units.
•Implemented functional restructure to create dedicated business units around
category and provide Brand Development Team delivering channel leading
funding percentage.
•Aligned the business with a stronger suite of creative partners covering
online, offline creative and brand strategy. Instigated Brand project that was
fully endorsed by Senior Management Team on first presentation.
•Delivered all FY13 marketing activity below budget maximising value derived
from Vendor MDF funding. Total Marketing Funding was £1.5m delivering a
£0.5m NET benefit to Equanet.

5. Commercial Experience (2004 – Present)
E-Trader Group Ltd Nov 2010 - April 2011
The primary market place for trade buyers focused on adding value into the
secondary supply chain for many of the UK’s major retailers, wholesalers and
manufactures. StockShifters.com offers a unique platform for achieving best
value from returns, overstocks and distressed stock.
Commercial Director
Reporting to the CEO the role of Commercial Director was to create new
channels of stock supply and maximise existing revenue streams in line with
aggressive VC supported growth strategy.
Development of Vendor Account Management team and Vendor Acquisition
Strategy.
Ownership of the Online P&L targeted at £5m, requiring 20% Y.O.Y revenue
growth.
Direct Line Management of Online Sales team including content
management, promotion, buyer acquisition and marketing.
Commercial lead on key Capital Expenditure projects including total redesign
of Seller User experience and development of BID/ASK sales mechanic.
Held position on Senior Management team providing commercial steer on all
aspect of Financial Control, Budget and Technical planning and development.
Reorganised Online team to bring on board Online Sales and Promotion skill
set as well as strengthening existing resource in analysis and reporting.
Built field sales and telesales teams to support on-going Vendor Acquisition
and further growth into previously untapped SME market.
Digital Connexions Ltd Jan 2004 - Sept 2010
Digital Connexions Ltd was a highly specialized retailer dealing exclusively in
and under the brand name of Bose, 18th in the 2009 “World Cool Brands”
league.
Managing Director
Reporting to the Board & Shareholders, the role was to oversee all day to day
operations and develop/implement strategy to meet company targets for
growth and profitability. Direct Line Management of 5 full time Head Office
Support and Store Operations staff together with 30 Store Sales Staff.
Established Reseller Accounts with all key industry brands
Year One Turnover £500K with Break Even P&L
Proposed and executed unique retailer partnership with Bose UK
Opened UK’s first Dealer Owned Bose Branded Store in Leeds 2006
Brokered deal with Westfield Shopping Centres to open a Bose Branded store
in the Flagship scheme Westfield London. Deal terms saw landlord covering all
capital expenditure on the project.
Westfield Store opened on centre opening date, 6 weeks from exchange of
contracts.
Further site at Bluewater, Kent (Sept 09) took business purchase from Bose
to £1.5m making Digital Connexions the UK’s Number One independent Bose
Retailer.
FY09 account for 10% of Bose UK Wholesale revenues requiring management
of £3m P&L.

6. Commercial Experience (1997 - 2004)
Gamestation Ltd Sept 1997 - Jan 2004
Currently the second largest specialist video games retailer (first being their
parent company Game), Gamestation grew from a single store to establish
itself across over 350 UK locations.
Commercial Director Oct 2002 – Jan 2004
Reporting to the Managing Director with responsibility for brand and sales
marketing message as well as continued commercial development of the retail
store base and business growth. Control of marketing message across all
channels of the business and managed the development of the supply chain of
product from distributor to warehousing and merchandising.
Following purchase of Gamestation by Blockbuster UK took responsibility of
commercial department co-ordinating brand and strategic marketing across all
retail channels.
Accountability for P&L in excess of £100m and supplier supported marketing
budget of £5m.
Devised and implemented “Trade In” brand communication strategy for chain
of 150 stores which is still used today and adopted by other retailers within
the sector.
Oversaw the acquisition and opening of 80 new outlets in a 12 month period
delivering ahead of growth target and within £12m Capital Expenditure
budget.
Created Blockbuster/Gamestation in-store concession which delivered
comparable stand alone revenue from reduced foot print, overhead and
capital investment.
Commercial Development Director Dec 1999 – Oct 2002
Reporting to the Managing Director with specific goal to accelerate growth of
store numbers through acquisition, strategic review of existing sites and
leveraging economies of scale enjoyed through continued growth of business.
Control of all store based capital expenditure and development of value based
merchandising and marketing mechanics.
Developed business strategy in line with forthcoming “Next Generation”
systems, predicted market growth and new entrants to the market.
Delivered flagship store project as template for new Gamestation branding to
broader market appeal and raise profile for potential acquisition.
Controlled full –rebranding of existing stores and implemented branding
package for new sites.
Developed and value engineered manufacturing of new store furniture and
maximised space planning.
Opened an additional 35 stores (funded organically).

7. Passive “customer service” adds nothing to a brand or
customer‟s experience. Across the multiple channels open to a
customer, perceptions are made long before they visit the store.
The store experience and sales process is the final validation of
all the previous invested marketing resource and spend .
Without a defined and documented A.B.C. (Always Be Closing)
sales process brand equity is worthless but most importantly the
customer experience is diminished.
People go shopping to buy things!
If you don‟t support this you have failed.
Customer Experience &
Retail Sales Strategy
Customer Focused Engagement
Engage Customer
Build Rapport
WOW
Needs Assessment
Qualify & Confirm Need
Deliver Solution
Combat Objections
Sales

8. 3rd March 2010- Catalogue retailer Argos has entered the
pre-owned games market, offering its customers vouchers
to spend in-store in exchange for their games.
21st October 2008 – HMV‟s entry into the second-hand game
sales market will convince hardcore gamers and the industry
itself that the chain is a serious contender in videogames retail.
21st August 2010 – Tesco has announced that it will be
moving into the pre-owned video games market.
13th October 2010 – Supermarket giant Asda will enter the
pre-owned games market on the 13th of October 2010
taking on the likes of CEX, HMV and Game.
5th March 2009 - Online retailer Amazon has entered the
pre-owned videogames market, with the beta launch of a
new service.
Not just another range sub category but a way to increase the
potential spend of your customers by allowing them to unlock
cash held in depreciating assets.
A coordinated C2B stock purchase solution leads to additional
sales on discretionary lines as customer use money they
didn’t know they had on purchases they didn’t think they
could afford.
C2B Stock Purchasing & Pre-Owned Pricing
Create business model and pricing strategy
Engage with Operations at store, regional and HQ level
Design & implement business process
Develop sub-brand and customer engagement strategy
Formulate stock control algorithms and re-pricing metrics
Open stock exit back channels to maintain price liquidity

9. An organic and self perpetuating retail proposition driven by
engaged buyers and sellers transacting on a low cost intuitive
web platform.
First movers within the e-commerce space can now act as
gateways to smaller retailers without the brand or budget to
achieve a direct reach.
Development of Online Marketplaces
The cornerstones of a viable online marketplace:
COMPETITION
Buyers must compete to
buy at the best price AND
sellers must compete to sell
Both live and historic data
must feed into the
action of sellers & buyers
DATA
Standardised products
deliver credible pricing data
CATALOGUE
Pricing should be fluid,
constantly changing in line
with supply & demand
PRICE
The marketplace must offer
protection to both Buyers
& Sellers
TRUST
19th November 2010 – Grocer readies attack on etail
giants with its own take on an online marketplace
Tesco is understood to be gearing up to take on
etail giants Amazon and eBay with the launch of a
„marketplace‟ on its site enabling individuals and
other retailers to sell their wares.
10th November 2010- Asos is quickly waking up to the
possibilities of social networking and empowering the
individuality of its customers. It's about to launch
Marketplace, an area of the site where small designers
and vintage collectors can sell their wares.

10. The growth of e-commerce, mobile commerce and social
networking together with the deepest recession in 80 years has
changed the landscape of the High St forever.
The traditional tenants of retailing Quality, Service & Price
seem less relevant in a multi channel environment where brands
and products are built on perception before customers have any
physical experience of the store.
The High St is DEAD...long live the High St
Value
Customer decisions are based more on an intangible
Trichotomy which has a greater bearing on what their purchase
will mean to their lifestyle and standing within their peer group
than the traditional value system mentioned above.
No other brand better represents the New Retail trichotomy than
Apple. Products that overcome the lack of Need with massively
enhanced Desire and Value. All built without High St stores but
delivered with tremendous effect since the introduction of a retail
offering
Supermarkets (such as ASDA above) are able to position
products across the range of customer decision drivers.
Providing brands that clearly deliver a differentiated mix of the
three elements give their offering broad appeal.