PROFILE

Mohamed Amer

Independent Board Member, Investor and Startup Advisor

Living in Southern California, Mohamed is keen on applying his corporate and entrepreneurial executive leadership across strategy, technology, and communications in the service of progressive boards of directors, c-suites, and startup companies.

Building teams and driving results spanning multiple industry sectors and domains, Mohamed brings successful experience in public and private sectors across mission-critical operational, supply chain, strategy, communications, and technology roles.  He is a highly trusted coach and advisor for senior executives and entrepreneurs in the technology and consumer-facing industries.

During his tenure at SAP, Mohamed held several senior roles that included leading the solution footprint, M&A, and go-to-market strategy for the global grocery business, and developing the future supply chain product area for retail. While leading the Retail Business Unit in the Americas, he supported business development, key customer implementations, and strategic relationships as well as managing key user groups and executive customer councils. He also led internal and external communication roles across multiple sectors and most recently having responsibility for executive communications in SAP’s Office of the Co-Presidents.

Prior to SAP, Mohamed was co-founder and President of NEXstep, an Internet supply chain software startup which was acquired by Viewlocity.  He also held leadership positions in the retail management consultancy, Kurt Salmon Associates (acquired by Accenture) with extensive Retail and CPG client engagements as well as general management roles in the office products industry at Boise Cascade and Buhrmann-Tetterode.

Mohamed held a commission with the US Navy (Lieutenant Commander – naval aviation and naval intelligence) and has earned an MBA at Northwestern University’s Kellogg School of Management, an MA in National Security Affairs at the US Naval Postgraduate School, and an MA in Human and Organizational Systems at Fielding Graduate University.

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  • Posted on: 11/15/2019

    Walmart has a too much grocery problem

    Thirty years ago, Walmart was not a serious player in the grocery business. The grocery segment is not where Walmart started in 1962 nor established its strength; that was in general merchandise. The challenge ahead for Walmart is all about identifying and executing on focus areas and applying data, technology and e-commerce to deliver lifestyle value propositions. Stronger apparel branding and focused marketing spend combined with cross-channel and platform execution will create the levers to drive the desired category sales breakdown and margins.
  • Posted on: 11/08/2019

    Gap Inc.’s CEO steps down. What comes next?

    When external change occurs at a higher rate than within the organization, a strategic disconnect takes place. The longer and deeper the disconnect, the greater the crisis and the need for extraordinary and urgent action. Mr. Peck’s departure is symptomatic of a long journey of inadequate responses to a fast-changing operating environment and consumer expectations. The next leader must focus on top line growth and operational efficiencies simultaneously with refocused and relevant branding while creating an operationally efficient power house. This Herculean task is made so, not for lack of past efforts and actions but for their inadequacies in view of the highly dynamic business environment. Gap is a truly iconic brand in search of the kind of future it deserves - more, much more than what we’ve seen lately.
  • Posted on: 11/07/2019

    Why do digital transformations often fail?

    So well stated, Scott!
  • Posted on: 11/07/2019

    Why do digital transformations often fail?

    The biggest hurdle is applying traditional ROI calculations to digital transformations. It’s like taking a formula with all the implicit assumptions about how things are supposed to work and applying it to this new destination and model of the world where the old rules no longer apply. Digital transformations must start with a change in the executive mindset and avoid trying to force the company to simultaneously operate and excel in contradictory analog and digital worlds, yet with a common capital budgeting and incentive process. The difficulty of the journey cannot be overstated on the organizational and personal levels - it forces one to question and potentially step away from the very core of what made a company successful.
  • Posted on: 11/07/2019

    Can J.C. Penney reinvent itself with its offbeat lab store?

    The only way to discover is to leave the core comforts and venture into the unknown. It’s high risk, high reward effort that keeps the brand alive and in touch with changing consumer expectations. Ms Soltau and team should be lauded for their gutsy decisions to reinvent the in-store experience. The energy to change can never be tapped in an environment shackled by the unstated legacies of long standing ways of doing things.
  • Posted on: 11/07/2019

    Kroger to make fresh marketing start with a new logo, tagline and ‘Krojis’

    In general, U.S. supermarkets suffer from a creeping sameness disease that spreads from the corner office to the fresh aisle and center store. Kroger’s new logo and tagline are fresh and promise differentiation in mindset and operations to be experienced in the stores and online. The Krojis are a bold step forward and time will test their acceptance and effectiveness. Overall, this is a very smart and potentially credible move by Kroger to upgrade and redefine the perception and reality of U.S. supermarkets in the 2020s.
  • Posted on: 10/31/2019

    Would LVMH-ownership be a good change for Tiffany?

    LVMH is the unquestioned global luxury brand leader, period. The iconic 182-year old U.S. brand that captured American luxury aspirations in the character of Holly Golightly will gain global prominence within the LVMH maison structure. LVMH in turn will gain greater luxury consumer insights in the U.S. while complementing existing Bulgari and Hublot brands. The final price will be well north of the current offer, but I expect agreement to be reached and for Richemont’s Cartier to have a new deep-pocket competitor coiled for global expansion growth.
  • Posted on: 10/30/2019

    Nordstrom nails its NYC flagship opening

    I absolutely agree that Nordstrom wins. Not only for curating relevant product with high quality yet edgy and distinctive fashion but, most importantly, because they are not doing so as a balancing act of compromises. Rather they are delivering on multiple points of fashion and diverse shopping demands! Nordstrom's execution does not settle for the illusory average customer but boldly addresses a redefined and exciting luxury experience that can scale. What Nordstrom will take from its New York flagship store is the execution proof-point that brand consistency does not have to mean a boring in-store experience.
  • Posted on: 10/29/2019

    AI needs to be more than just a bright, shiny object

    Let’s not underestimate the ability of a retailer to evaluate technology that can support and even help drive their strategy. Retailers of all sizes are well accustomed to the method of "try and test before you buy or commit." It's critical to know what outcomes you desire and the levers that impact those outcomes - and how technology plays into that process. This isn’t the magical kingdom, but one of collaboration, hard work and many questions.
  • Posted on: 10/25/2019

    Free next-day shipping hits Amazon in its bottom line

    Amazon’s top line numbers did not disappoint, but it’s the softer Q4 guidance that triggered concerns. One-day delivery efficiencies will continue to improve as more orders flow through their shorter distribution network in Q4. Amazon is purposely pushing the operational envelope in order to establish higher consumer expectations while increasing the cost and complexity for the competition.
  • Posted on: 10/23/2019

    Do angry shoppers make happier customers?

    Are you kidding me? Using anger as a proxy for making decisive purchases lacking any thoughtfulness or nuance is inconsistent with any sustainable business strategy or ability for in-store (or online) execution. Tread carefully and don’t check your business sense at the door.
  • Posted on: 10/23/2019

    Best Buy is ready for Christmas with free next-day deliveries for almost everyone

    Best Buy, just like any other retailer, cannot afford to lose out on holiday sales. That performance will determine viability and any strategic maneuvering necessary to grow or pivot. Next-day deliveries add to the convenience menu for a crucial sales season, when convenience as speed stands tall for time-starved consumers desiring “instant” gratification -- be it for a 4K TV or the newest Sony camera.
  • Posted on: 10/21/2019

    Will Barneys find success setting up shops inside Saks Fifth Avenue?

    Barneys has a multipart future. One part is as a store-within-a-store along the Saks model, another is in turning their flagship stores into an even greater experiential tour de force, and last is in creating a high-end cross-channel and platform experience that is more in sync with Millennials. The outcome from the bankruptcy court can eliminate the high debt burden and allow a leaner and more focused physical and digital experiential site that leverages data to deliver on the changing expectations of a luxury lifestyle.
  • Posted on: 10/15/2019

    Why are grocers still missing the mark with small food brands?

    The addiction to slotting fees is a structural impediment to a healthy innovation economy in the grocery sector. Warren’s article is just as valid today as it would have been 20 years ago. Let’s hope 20 years from now it will lack relevance.
  • Posted on: 10/15/2019

    Amazon makes its social positions public

    Commensurate with their social and economic impact, this issue-based position statement makes sense for large, highly visible brands and retailers. They make explicit what guides their actions. Nevertheless, the proof is in the eating of the pudding and in Amazon’s case, we have a long ways to go before the taste is as advertised.

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