Mary Sheridan

CEO + Board Member

Guild Brands

Apr 2026 - Current (5 months)

Global President

Jonathan Adler

Sep 2025 - Apr 2026 (8 months)

Full budget oversight for all aspects of brand, product, and commercial strategy for the iconic design house known for its irreverent luxury and modern glamour. *Post-acquisition President following transaction by Consortium Brand Partners, tapped to broaden the brand’s reach and scalability. *Turned a double-digit declining business into a double-digit increase. *Drove growth across all channels (Ecommerce, Retail, Wholesale, B2B, Licensing) while further refining the brand’s foundation in creativity and craft. *Transformed the go-to-market strategy, pivoting from DTC dominant to a balanced multi-channel strategy including wholesale expansion and B2B interior design start-up.

Chief Merchandising Officer

Quid

Jan 2024 - Jan 2025 (1 year 1 month)

Served in a fractional executive capacity alongside a global team of AI industry leaders. Reported to the Chairman & CEO. *Advised leadership team on commercial strategy, brand positioning, and go-to-market execution. *Helped shape core business priorities and implemented high level product strategies influenced by emerging AI trends data and insights. *Elevated brand visibility and solidified partnerships. *Executed training and events that drove desired results.

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Chief Merchandising Officer

The Childrens Place Gymboree

Jan 2023 - Jan 2024 (1 year 1 month)

GM responsible for all four DTC children’s brands in The Children’s Place/Gymboree portfolio, with annual revenue over $1B. Led global P&L deliverables; accountable for product design and merchandising, brand standards, channel strategies, sourcing, financial planning/allocation, and pricing. Continued to lead the business through change of control to private equity, successfully transitioned the business and maximized profit. Reported to the CEO. *Repositioned Brand for Modern Families: Revitalized product to better resonate with both Tweens and young Gen Z and Millennial parents, focusing on trend-right assortments and digital engagement to drive customer acquisition and loyalty. *Overhauled Merchandising, Planning & Sourcing: Led a

Founder

Sheridan Co

Aug 2020 - Aug 2024 (4 years 1 month)

Consultant to CEO’s, C-suite executives, and investors spanning various consumer segments—guiding turnaround strategies, brand and product positioning, digital expansion, organizational and leadership development. Sample projects include: *Helped craft a go-to-market strategy, including development of reporting, timing, speed, and communication with C-suite brand and retail leaders. *Formulated a new product evaluation and testing strategy focused on specific categories resulting in private equity analysis and recommended actions. *Leveraged advanced reporting tools to identify opportunities and guide strategic decisions. *Led training sessions and webinars offering deep expertise to help leaders achieve their business goals.

Chief Merchandising Officer

Anthropologie URBN

Jan 2020 - Jan 2023 (3 years 1 month)

Reported to the CEO with full P&L responsibility, leading the transformation of Anthropologie’s Home, Gift, and Beauty divisions into high-growth, brand-defining pillars of the business. Oversaw merchandising, digital strategy, design, and product storytelling across DTC channels. *Scaled Anthropologie Home and Beauty into a Lifestyle Growth Engine: Developed and executed a strategic vision to enter new product categories to grow Anthro’s core brand identity. *Expanded Market Share: Delivered strong double-digit comp sales, while driving new customer acquisition—especially among younger shoppers. Added designer partnerships and collaborations aimed at capturing a new Anthro customer. *Navigated Industry Disruption with Financial and

GVP, Merchandising | Apparel, Home

Macys

Jan 2012 - Jan 2020 (8 years 1 month)

Led end-to-end merchandising strategy for Men’s Apparel and Home. Drove growth by integrating digital, design, and data into core merchandising practices—modernizing Macy’s private brand positioning while building high-performing, agile teams. *Modernized Merchandising with Digital & Data: Expanded purview to include digital strategy, partnering cross-functionally to align online and in-store assortments. Leveraged analytics to improve inventory productivity and deliver a more cohesive omnichannel experience. *Integrated Design for Product Differentiation: Assumed leadership of the design organization and strengthened the creative pipeline. Fostered deep collaboration between merchants and designers to develop trend-right, exclusive prod

SVP, Head of Retail/Stores

Lord Taylor

Jan 2009 - Jan 2012 (3 years 1 month)

*Transformed Stores Culture and P&L: L&T’s store teams needed a cultural shift to serve younger customers and amplify local market responsiveness while driving P&L improvements in a competitive department store environment. -Led store managers with influential voice in shaping merchandising strategies and customer engagement. -Intensified leadership training to empower managers to analyze localized trends, improve store-level operations, and foster younger customer relationships. -Achieved double-digit growth in sales and EBITDA for three consecutive years by launching initiatives such as localized merchandising. *Built Omnichannel Strategies and New Store Formats: L&T needed to optimize its merchandising model and improve full price

SVP, Merchandising I Men’s & Kid’s Apparel & Footwear, Women’s Apparel, Fine Jewelry & Watches

Lord Taylor

Jan 2003 - Jan 2012 (9 years 1 month)

*Revitalized Brand Identity and Product Assortment: L&T needed to redefine its position in key product categories, including Men’s and Women’s Apparel, while maintaining profitability. -Repositioned L&T’s Men’s business by introducing elevated national brands and developing a new private brand product and merchandising strategy. In Women’s Apparel and Kid’s, overhauled assortments and curated exclusivity in partnership with brands. -Achieved record sales, margin, and productivity, despite the challenges of the national recessionary conditions. *Transformed Brand Relationships into Strategic Partnerships: L&T’s reliance on traditional wholesale partnerships limited its ability to stand out in the crowded department store landscape. -Red

SVP, Strategy & Innovation I Strategic Advisor to CEO

Lord Taylor

Jan 2002 - Jan 2003 (1 year 1 month)

Selected by (and reported to) CEO as the one to redefine this principal position on the Senior Leadership Team, aligning cross-functional leaders and influencing ground breaking changes across all key areas within the company. Revitalized the Brand, in partnership with leadership team, owning and driving forward critical strategies and long-range plans across the organization.

VP, Merchandising I Footwear, Women’s Apparel, Private Brands

Lord Taylor

Jan 1998 - Jan 2002 (4 years 1 month)

Achieved record sales and margin growth, resulting in company-wide awards for highest contribution in revenue and profit. Overhauled the product assortment, introducing fresh fashion, new brands and seasonal categories.

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