Mr. Tracey OliverEmail: tra.oliver07@gmail.com 132 Medford RoadCellular (201) 835-8008 Dumont, NJ 07628

Executive Summary

I am an executive level business professional with thirty years of experience partnering with talented professionals in guiding industry leading corporations to record levels of productivity and profitability. The past nine years have been dedicated to retail leader Paul Stuart. I have partnered with ownership and executive management in successfully guiding the business through a challenging economic environment and ownership change. The previous six years were dedicated to apparel leader Phillips Van Heusen. I partnered with all levels of management to strategically and financially lead the sportswear group through a five year period of explosive growth. Five year growth curves include consolidated top line increase of $350M and EBIT increase of $59M, delivering 2005 ROI of 105%. Shareholder equity appreciated from $9 to $37 per share. Team leadership roles in premier corporations coupled with conservative fiscal vigilance have prepared me to successfully lead and produce results in diverse business environments.

Professional Profile

Director of Finance February 2011 to November 2016Controller October 2007 to February 2011 Paul Stuart, Inc. Madison Avenue at 45th Street, New York, New York 10017

Partner with ownership and all levels of management to financially and strategically guide a premier retail apparel organization. Transitioned financial requirements from a family owned business to a publicly traded international organization. Initiatives include comprehensive implementation and execution of detailed financial reporting on a monthly basis and annual budgets. Emphasis on development of business models such as estimates of real cash flow, full year store level and consolidated P&L estimates, and selling segmentation to deliver most transparent and detailed information to ownership during rapidly changing scenarios. • Manage and direct 6 professionals in all financial responsibilities including corporate accounting, accounts payable, accounts receivable, cash applications, payroll, inventory, fixed assets, and merchandise control. • Leadership participation in all operational and strategic decision making including expense and inventory control, promotional selling activity, cash, insurance premiums and store level evaluation.• Development and implementation of current monthly financial, reforecast, cash flow, and budget reporting including both short and long term business plans. Comprehensive reforecasting of both current year and five year models include sales, gross margin, expenses, balance sheet and cash flow on a store level basis.• Direct responsibility for coordination of activities with Paul Stuart banking concerns, auditors, licensing partners, insurance agents, potential investor reporting, and comprehensive operational concerns.• Comprehensive financial reporting to international parent company Mitsui & Co., LTD including quarterly meetings of the Board of Directors.• Development and analysis of gross margins at the store, department, class and SKU level of both fashion and basic replenishment product. Utilization of all results to partner with the merchandising and buying groups to evaluate current performance and establish the most fundamentally sound path for future performance.• Financial oversight and analysis of all inventory at the store, department, class and SKU level. Partner with buying management to evaluate inventory composition, aging, turn and seasonal open to buy assumptions as they compare to cash flow projections for both fashion and basic replenishment product.• Responsible for all financial systems including Microsoft Dynamics, Teamwork Retail and ADP.• Project leader in implementation of enhanced applications in the areas of inventory, point of sale and payroll.• Planning and execution of financial details involved with construction and opening of three new stores.• Financial oversight of all Advertising activities including magazine, newspaper and catalog production. Develop and monitor project budgets in the areas of in store events and off site catalog shoots.• Coordinate all activities involved in annual Deloitte audit engagement and annual RGIS physical inventory.• Financial leader of negotiations involving contracts of three unions.• Work closely with human resources regarding all payroll related matters.• Partner with CEO and department executives regarding strategic planning initiatives for future activities.

Controller July 2006 to September 2007LeTigre 149 5th Avenue, New York, New York 10010

Provide financial leadership and direction to ownership of a start up apparel wholesale entity. Work within all facetsof the organization to develop procedures, controls, and ensure financial reporting is in compliance with internal, audit, factor, and bank requirements.• Retroactively compiled and prepared all financial activity and reporting between January and June 2006 to obtain an unqualified opinion from both internal and factor audit engagements.• Established all controls and procedures to provide ownership with timely financial statements and analytics to measure performance and evaluate business performance.• Development and preparation of initial comprehensive financial budgets.• Leadership role in conversion from quick books to GCS financial application integrating all financial workflow.

Divisional Assistant Controller 1999 to July 2006Phillips Van Heusen Corporation 1001 Frontier Road, Bridgewater, New Jersey 08807Partner with executive management to provide financial and strategic guidance to four wholesale divisions in one of the industries preeminent branded apparel organizations. Forward looking top line consolidated divisional sales volume totals $242M delivering $39M of EBIT.• Responsible for all financial cycle reporting on a monthly basis including actual results, one year forecasts by

month, and corporate management reporting requirements. Annual preparation of divisional preliminary and final three year budgets. Extensive partnering with selling, merchandising, design, advertising, and financial analyst groups to develop and challenge forecast models which ensure operational decisions are supported by financial benefits.

• Team leadership role in year 2000 sportswear group migration out of the dress shirt division. Transition execution includes divisional reporting and analytical development, establish group procedures and controls, and integration of operational requirements with financial models and forecasts. Subsequent acquisition and integration of Arrow brand into the sportswear division. Ground floor player establishing the sportswear group as it exists today.

• Detailed analytics of all business segments which evaluate current performance and impact strategic initiatives to sustain growth. Performance standards achieved include consolidated realized margins of 28% with fashion inventory turning over 8 times annually. Vendor allowance assistance trending downward to 7% based on increased full price selling at retail. Operating expenses consistently actualizing at 15% of sales. 2005 year end consolidated group delivering $96M cash flow.

Divisional Controller/Director Financial Reporting 1996 to 1999The Swatch Group (U.S.), Inc. 1200 Harbor Boulevard, Weehawken, New Jersey 07087Plan, control, and direct reporting and accounting functions of domestic operations consisting of four divisions with consolidated revenues of $250M. Partnered with divisional management to develop annual budgets, semi annual forecasts, and evaluate financial results to manage the current business and plan future results.• Direct reporting of monthly results, financial statements, domestic and international consolidations, narratives,

and flash results. Maintain perpetual inventory, develop product standard costs, valuation variances, and bill of material.

• Financial partnership with brand presidents, marketing directors, material management, and distribution to analyze and develop strategic selling initiatives, provide cost certainty to promotional events and co-op contracts, and facilitate proper financial and operational control procedures to inventory instocking and distribution.

• Maintain financial integrity of systems and reporting during financial group relocation transition. Evaluation and upgrade of reporting policy and procedure. Finance and controlling team leader of SAP implementation. Financial coordinator for aggressive store build out strategy.

Accounting Manager 1991 to 1996Barneys New York 1201 Valley Brook Avenue, Lyndhurst, New Jersey 07071Provide managerial and developmental leadership for eight financial professionals at the corporate headquarters of the world’s premier high fashion retailer. Retail operations consist of 25 domestic store locations with annual gross revenues of $350M. • Develop and implement financial policies, procedures, structure, and internal controls for both short and long

term accounting objectives. Monthly financial closings and publication of financial statement packages to both internal executive management and external users based on covenant requirements. Formal monthly review with management of financial results and general ledger accounts. Comprehensive assistance in annual budget preparation from department contacts through management review.

• Monthly general ledger reconciliations to subledgers including stock ledger, accounts payable, accounts receivable, sales audit, and cash. Analyses of markup, cost compliment, and gross margin percentages. All areas of physical inventory from cutoff procedures to shrink evaluation. Maintain store fixed asset ledgers. Analyses of lease requirements for all store locations to forecast and verify base and percentage rent, common area, construction allowances, real estate taxes, and impact of CPI.

• Coordinate, interpret, and provide information for external audit engagements during chapter 11 bankruptcy period.

Revenue Accounting Manager 1989 to 1991The Segal Company One Park Avenue, New York, New York 10016Provide managerial and developmental applications for a department of nine professionals for a benefit and actuarial consulting leader with a client base of over 1,500 and annual gross revenues of $60M from sixteen domestic offices.• Establish comprehensive restructuring of departmental procedures, task responsibilities, and financial controls

which impacted both financial reporting requirements relating to materiality, timeliness, and accuracy. Refocus staff requirements such as job awareness, training, and motivation.

• Publication of financial statements. Analyses and reporting of revenue on a client, office, and consolidated basis. Preparation of corporate revenue and departmental expense budgets. All applications of billing, cash collections, and accounts receivable for entire client base

Accounting Manager 1986 to 1989Brooks Fashion Stores, Inc. 370 Seventh Avenue, New York, New York 10001Provide management, training and direction to an aggressive staff of five professionals in a retail headquarters with 500 stores, and annual gross revenues of $600M.

Staff/Senior Accountant 1984 to 1986United Artists Cablesystems Montvale, New Jersey 07645Responsible for preparation of financial statements and analytical evaluation of operating results versus plan for three divisional entities.

Affiliations:

• Member Board of Directors, Grand Central Partnership, Inc., New York, NY.• Member Board of Trustees, Amalgamated Retail Retirement Fund, New York, NY.• Treasurer, Dumont Girls Softball, Dumont, NJ.

B.S., Accounting 1983

Waynesburg College Waynesburg, Pennsylvania