RICK WEBER
73 Otis Road
Barrington Hills, IL 60010
Cell: 847-627-0280
Office: 423-648-0569
rweber73@gmail.com
www.linkedin.com/in/charlesrickweber
SUMMARY
Full P&L executive grounded in financial disciplines, with a successful career in the retail industry. Served
on various corporate Boards of Directors, and as a COO and CFO of companies with scale and
complexity. Skillful in building shareholder value in a variety of business settings and cultures, leading
business transformations, growing businesses and improving results, and championing and implementing
cutting edge technologies. In depth knowledge and keen insight on key drivers, consumer behaviors and
market trends for regional, specialty and mass merchant retail chains. Extensive experience and a
successful track record in recognizing, addressing and resolving virtually every strategically critical issue
facing a business. Holds MBA, JD and CPA.
CAREER HISTORY
THE VINCIT GROUP
DECEMBER, 2013-PRESENT
CHATTANOOGA, TN
A family owned corporation engaged in the sanitization of food processing plants and the production of related chemicals.
Chief Financial Officer.
WEBER STRATEGIC CONSULTING, LLC
2008-PRESENT
BARRINGTON HILLS, IL
An independent consulting practice serving Boards and senior management of private companies, including private
equity firms and their portfolio companies on matters of general management and finance, with expertise in the
specialty retail industry, among others.. Clients include: private equity groups, traditional brick and mortar specialty
retailers, Internet retailers, consumer goods manufacturers and service providers.
Founder and Principal. Started up this enterprise. Now lead a staff of seven professionals. Client
work has included: assuming interim senior management roles (e.g., CEO,CFO, others); mentoring
executives; conducting due diligence and business reviews on target companies; and evaluating
strategies, business processes, and operating standards and practices. Most recently, as Interim CEO
& CFO Dean & Deluca, the world’s premier gourmet grocery retailer, achieved the following results:
 Introduced micro-merchandising, work content based payroll planning, and GMROI to
produce increased comparable store sales of 6.3% (2012 over 2011); an EBITDA increase of
19.8%; and improved catalog and website contribution of 187%.
 Reduced corporate overhead 25%.
REC ROOM, INC.
ALGONQUIN, IL
2006 to 2008
$12M high-end furniture and home entertainment retailer with 50 employees, 4 locations and 50,000 product SKUs;
acquired from the founder by a private equity group in 2006.
Chairman of the Board & CEO
Reported to the private equity firm/investor group. Had full P&L responsibility for the business.
Recruited to develop and execute a strategic plan, combining a business transformation and aggressive
growth to transform a niche, entrepreneurial company into a market-leading national chain. After the plan
was developed and well received, accomplishments included the follows:
 Rebranded and transformed this historically unprofitable business ($2M+ in annual losses) into
one that was growing revenue, improving margins, and poised for profitable growth (both organic
and through acquisition) to $145M over 5 years.
 Installed core business principles of fact-based strategic planning, fiscal discipline and consumerfocused marketing. Improved operating, financial and marketing disciplines. Upgraded and rebuilt
senior leadership team. Created new performance metrics, restructured the compensation system
and shifted team focus to customer satisfaction.
 Created value added marketing and sales programs, boosting revenues and store traffic without
increasing advertising costs. Introduced major brands, new categories and products to enhance
cross selling and market reach. Increased average sales transactions by 16%. Upgraded the
professionalism within the stores.
 Reconfigured inventory, floor space, brands and products, based on their profitability. Introduced
bar scanning and GPS technologies.
 Sustained the business through initial market downturn by gaining management concessions
without attrition.
 Presented fact-based strategic options to the private equity firm including liquidation,
sustainability and longer horizon expansion. Led an orderly liquidation. Maintained ongoing
investor relationships, and consulted on other acquisitions and portfolio company operations.
ULTA SALON, COSMETICS & FRAGRANCE, INC.
ROMEOVILLE, IL
1996 to 2006
$750M (now $1.5B) publicly traded specialty retailer of cosmetics, fragrances and personal care, full-service salon with 2,000
employees, 275 stores in 30 states, 30,000+ product SKU’s, and a website of 9K branded products
Chief Operating Officer & Chief Financial Officer
Reported initially to the CEO, and later, directly to the Board. Recruited by CEO to be the new CFO of
this 6-year-old, money-losing, venture-backed “start-up.” In 2000, promoted to COO (while remaining
CFO) and had full P&L responsibility for the business. As CFO, charged with providing disciplined
business, operating and financial leadership, and directing a 50+organization covering finance, accounting,
treasury, audit, strategic planning, risk management and loss prevention. As COO, added oversight for
store operations, real estate, human resources, information technology, procurement and
logistics/distribution. Also, served on the Board of the company’s e-Commerce subsidiary.
Accomplishments include:
 Led a successful major business transformation that achieved sustained business growth.
Developed a winning strategy to turn a money-losing company into a profitable one in the first
year. Business grew from $100M revenue, negative EBITDA and 50 stores to $750M revenue,
$70M EBITDA and 275 stores. From 2000 to 2005, operating earnings increased from $8.5M to
$32M. Overall, company paid out $90M in preferred shareholder dividends. Also guided the eCommerce business from start-up into a viable product market and distribution channel.
 As CFO, averted impending bankruptcy and restored investor confidence within 6 months of my
arrival through a recapitalization with private investment and a series of new bank loans with
more favorable terms. Thereafter, orchestrated 3 rounds of equity financing totaling $45M.
Installed Sarbanes-Oxley governance practices and mapped a successful IPO, which ultimately
raised $150M+, exceeding expectations.
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Put in place strategic planning, financial and marketing disciplines, a high performance leadership
team (recruiting key players), improved operating infrastructures and processes, , performance
metrics and systems, optimum technology platforms, improved HR policies and compensation
structure, and a winning culture (minimal attrition and workers’ compensation claims).
Installed and implemented conversion to SAP (2d retailer in the U.S. to do so) without business
disruption, and added industry leading point of sale, inventory and HRIS modules.
Thwarted 2 union attempts to organize 300 distribution center employees.
Established industry-leading supply chain management standards through continuous
improvement initiatives. Improved inventory turns from 1.7 to 3.5; cut store inventory 50%;
maintained 98% in-stock levels; achieved 8% compounded comparable store sales growth;
eliminated $750K of discontinued/damaged merchandise; and reduced shrink 50% to 1.4% of
sales, saving $9.7M.
Developed clearly defined real estate strategy for selecting target markets, store placement and
lease terms by converging market analytics and consumer demographics. Selected and opened 97
stores, doubling the operating footprint and adding $300M+ in annual revenues. Reduced design,
contracting and start-up cost from $2.8M to $1M by accelerated construction cycle time by 4
weeks.
Established a combined retail and service footprint comprised of 10K sq2 of space and generating
$3M in sales per store.
DOMINICK’S FINER FOODS, INC./DODI MANAGEMENT, LLC
1989 TO 1995
NORTHLAKE, IL
$3B supermarket chain, and 2nd largest in Chicago, with 15,000 employees and 100+ locations. Founded by the DiMatteo
family; divested in 1995 to The Yucaipa Companies, a private investment firm. Sale proceeds and $250M+ in real estate
assets placed into a family holding company, Dodi Management, LLC (which included Trident Development).
President – Dodi Management, LLC & Trident Development
(1995 to 1996)
Chief Financial Officer and Board Member – Dominick’s Finer Foods (1989 to 1995)
Reported to CEO and served on the Board of Directors of Dominick’s. Recruited as CFO to build a new
generation of executive management and facilitate a leadership transition from a family patriarch to a new
CEO. Specifically, oversaw finance, accounting, investments, real estate development, store design and
construction, and IT. Built and managed a 9-person staff responsible for 120+ employees. Following
business sale in 1995, appointed President of the company’s investment business unit which oversaw
$1B+ in assets and a family-owned commercial real estate development, property management and
leasing services business. Accomplishments included:
 Led successful business transformation from strategy development through execution. Over 6
years, business growth accelerated; number of stores expanded 30%+; and sales increased 71%
(from $1.75B to $3B).
 Structured a recapitalization ($150M private placement) to fund the growth strategy. Secured
$250M in additional capital by assembling a 12-bank syndicate. Obtained a $75M line of credit.
Generated $2.5M through investment gains in the capital markets and interest rate swaps.
 Upgraded talent significantly; introduced stronger quality, efficiency and controls; and made
strategic investments in technology, connecting the store-level point of sale equipment to
corporate-wide financial systems.
 Added $6M to the bottom-line by overhauling vendor relationships and other corporate expenses.
 Led site selection process, construction and opening of 20 stores averaging $26M in annual sales.
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Introduced the first in-store banks and ATM services in the Chicago area, which drove higher
traffic and sales tickets
Managed a $250M real estate portfolio of 15 retail/office shopping centers.
Led the sale of the company to The Yucaipa Companies, which generated a superior return, by
applying then cutting-edge investment/asset allocation principles, including performance
benchmarks by asset class.
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EARLY CAREER
CSK Auto Corporation-Chief Financial Officer
1988 to 1989
Osco Drug, Inc -Vice President, Finance & Administration
1981 to 1988
Jewel Companies, Inc.-Assistant Corporate Controller
1977 to 1981
Other Corporate Finance Positions
1972 to 1977
 At CSK Auto (in Phoenix, AZ), managed the financial function and activities of the company.
Negotiated bank loan covenant waivers to maintain ongoing operations during a period of
financial insolvency for this 800-location chain of auto parts stores owned by a private holding
company.
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At Osco Drug, played a key role in the growth agenda for a newly created, $3B, 600-location
operating division through strategic acquisitions and a 3-way merger, including the post-merger
integration of people, operations, assets, and financial and accounting systems.
 At Jewel, became one of youngest corporate officers in company history (then a Top 10 US
retailer with $3B+ in revenue and 500 locations). Participated in divesting 4 non-core retail entities
and investing in higher growth, higher margin businesses. Consolidated financials from 13
divisions, subsidiaries and foreign affiliates for SEC reporting and compliance. Chaired the
Management Development Council of operating company representatives engaged in best
practices development.
EDUCATION, CREDENTIALS & AFFILIATIONS
MBA with Honors – UNIVERSITY OF CHICAGO
JD with Honors – LOYOLA UNIVERSITY SCHOOL OF LAW
Admitted to Illinois Bar; Member – American Bar Association and Chicago/Illinois chapters
BS, Accounting with High Honors – UNIVERSITY OF ILLINOIS-URBANA
Edmund J. James Scholar
Certified Public Accountant (CPA) Member – AICPA and Illinois Society of CPAs
Hyde Park Angels (University of Chicago, Booth School of Business)
1993
1977
1972
1972