JEROME GRIFFITH

JEROME GRIFFITH
Work Experience
TUMI INC.
New York, New York
2009-Present
President & CEO
Tumi, originally a privately held company, recently completed a public offering valued in excess
of $2 billion. The company is a multi channel, multi national luxury accessories firm, distributing
product in over 69 countries worldwide. The company is a leader in their industry due to
exceptional product design, innovation, quality, and functionality. Sales and profit
improvements since 2009 have exceeded 30% annually.
ESPRIT HOLDINGS LIMITED
Hong Kong. Netherlands. Germany
2002-2009
Executive Director
Chief Operating Officer
Member of the Board
Esprit, a $5.0 billion lifestyle brand, is an international business comprised of 12 product
divisions, distributing product in over 50 countries thru wholesale, retail, and e-commerce
distribution channels. It’s financial headquarters is located in Hong Kong and operational
headquarters are in Ratingen Germany. The company, listed on the Hong Kong stock exchange,
is a member of the Hang Seng index, the HK FTSE index, and the Morgan Stanley Asian index.
This position reports to Heinz Krogner, Group CEO and Deputy Chairman. Responsibilities
include over 650 retail stores worldwide, e-commerce business, all women’s product,
international product development, logistics, sourcing, IT, HR, architecture, visual marketing,
and overseeing the China JV.



Doubled size of European turnover and profit in three years
Turned around Asian business from losing $25 million to making $5 million in two years
Reduced SKU count and increased turn in all product divisions
TOMMY HILFIGER, U.S.A.
New York, New York
1999 - 2002
President – (Specialty & Flagship Retail)
Executive Vice President- Retail
Tommy Hilfiger, a $2.2 billion designer brand Corporation, is comprised of three wholesale
divisions, two retail divisions, and a licensing division. This position reports to Joel Horowitz,
CEO. Responsibilities include management of the outlet business and the development and
growth of the Specialty Stores concept. This position was created to develop a more profitable
specialty concept, which the company expects to roll out over the next five years. The additional
responsibility of management of the $325 million outlet business was added in 2001. Direct
reports have included CFO, VP’s of new Store Development, Stores, Distribution and
Merchandising, and Visual Merchandising. Real Estate Development and legal work are outsourced.
 Developed profit model and strategic rollout plan to add three hundred TH owned specialty
stores in US and abroad. Plan was board approved in May, 2000.
 Developed store design concepts to target the two core TH customer bases.
 Developed ‘store only’ product lines.
 Opened 40 full price stores in first 18 months of operation.
 Division added 100 store outlet business in 2001.
J. PETERMAN COMPANY
Lexington, Kentucky
1998-1999
President – Retail Division
Recruited to J. Peterman to develop and launch the specialty retail stores. Position reported to
Mr. Arnie Cohen, COO. Three stores had opened upon joining the Peterman Company. The
expansion continued with the addition of ten full price stores and several off-price stores.
Departed the company in early 1999, prior to the company declaring bankruptcy.
GAP, INC.
London, England
1989-1998
The Gap, a U.S.-based specialty retailer trading under the Gap, Gap Kids, Banana Republic, and
Old Navy brands, has over 2,000 stores in six countries. The European business consisted of over
130 stores in France, Germany and the United Kingdom employing over 4,000 people, and
generated in excess of $350 million.
Managing Director; Europe
1993-1998
The position had complete responsibility for brand identity in Europe. It reported to Mr. Bill
Fisher, President - International. Direct reports included three Country Managers (UK, France &
Germany), Merchandising Director, Finance Director, MIS Director, Human Resources Director,
Real Estate Director, and Public Relations Director.
Major accomplishments:
 Substantially increased size of business, generating total sales increases in excess of 30%
each year and like sales increases in excess of 8% each year.
 Developed and implemented the European business strategy, establishing an organization
to manage merchandising, real estate, finance, information technology, human resources,
strategic development, public relations, and country management on a cost effective, multicountry basis.
 Increased brand points of distribution and brand recognition by establishing stores in France
and Germany in 1994 and 1996 respectively. Effectively ingrained Gap culture in these
markets.
 Identified market opportunities for development of alternative store formats, which
enabled the UK business to grow beyond original company expectations of a 50-store
market, and also enabled more rapid expansion on the continent.
 Moved 30% of product production to Europe, which produced a gross margin increase of 25
points and a reduction of 45 days lead-time for product reorder delivery.
 Developed and secured board approval for flagship store strategy in France and Germany.
 Developed and implemented re-organization of business team in order to accomplish the
above.
Managing Director; United Kingdom
1992-1993
Major accomplishments:
 Successfully turned around UK business (consisting of 28 stores generating $50 million in
sales but negative profits) to a profit-making business within 12 months. This encouraged
expanding store base in the UK.
 Established in-country merchandising team to work with Gap domestic merchants.
 Implemented first external public relations campaign in Gap history, increasing brand
awareness.
 Increased like for like sales by 12% through successfully adapting product range and pricing
structure to the UK market. Cost at markdown sales were decreased by 20% and gross
margin increased by 2.0 points in a difficult business climate after the devaluing of the
pound in 1992.
 Developed and implemented store portfolio and marketing strategy to increase brand
awareness outside of London.
Regional Manager; New England
1989-1992
Major accomplishments:
 Returned the poorest performing region in the U.S. to positive sales results within 12
months.
 Doubled profit performance. Region had the best results of the 20 regions in the Gap
division
B. ALTMAN & CO.
(Division of L.J. Hooker)
New York, New York
1989
Vice President, General Manager
White Plains, New York
LORD & TAYLOR
(Division of Associated Dry Goods)
New York, New York
1979-1988
Vice President, Managing Director
1987-1988
Scarsdale, New York
Responsibilities included repositioning the largest volume branch store in the chain through
physical remodeling and increased product offerings.
Vice President, Managing Director
1985-1987
Ridgewood, New Jersey
Responsibilities included remodeling the highest trending suburban store and repositioning the
merchandise mix.
Divisional Merchandise Manager
Boston, Massachusetts
1985
Buyer, Men’s Knitwear
New York, New York
1982-1984
Executive Training Squad
New York, New York
1979-1981
EDUCATIONAL BACKGROUND
Pennsylvania State University
State College, Pennsylvania
Bachelor of Science, Marketing
1975-1979
INSEAD
Fountainbleau, France
1997
POSITIONS ON COMPARABLE DOMESTIC AND FOREIGN GOVERNING BODIES


Member of the Board of Directors of Vince, Inc., New York City, USA
Member of the Board of Directors of Parsons, New School for Design, New York City, USA