Today we’d like to introduce you to Rick Amari.
Rick, we appreciate you taking the time to share your story with us today. Where does your story begin?
Now in a select group of companies that succeed for 25+ years, Columbus Consulting is a boutique consulting firm for retailers founded by a former C-suite retail executive, Rick Amari. From the first client (American Eagle) to now over 350 retailers/brands, Columbus Consulting has served the industry providing strategic and tactical expertise across retail disciplines (Unified Commerce, IT, Inventory, Planning, Merchandising, Finance, Data/Analytics and more). The organization has operations in the United States, Canada, and the EMEA markets and has a network of experts of over 250 professionals.
Columbus Consulting International (CCI) began on April Fool’s Day, 2001. That date was coincidental but inspired us to become a real business, as many originally thought I was joking.
I had led a significant portion of The Limited’s Y2K Information Technology (IT) transformation efforts and was at an inflection point in my career. As an aside, The Limited became L Brands and eventually jettisoned most divisions until only Victoria’s Secret and Bath and Body Works remained. I was 45 years old, my daughter was a year from college (leaving us empty nesters) and I was financially secure, at least enough to take a career risk. So, I left my corporate job as a Group CIO, and founded Columbus Consulting, Inc.
My first client was American Eagle in Pittsburgh, where I worked for many months getting my entrepreneurial and consulting skills legs. The first big break came the next year when The Limited spun off Lerner, subsequently New York and Company (now defunct). I was engaged to lead the efforts to separate the IT systems from The Limited and stand-up independent running systems. The project required about a dozen people which we assembled and officially proved Columbus Consulting could be a real entity, not just me. We went live in New York City on August 15, 2003, the day of the NYC blackout. Our systems were power protected and we stayed running with no issues. Columbus Consulting, as a viable enterprise, was also officially up and running.
Big Lots, another now defunct entity, engaged us in the early 2000’s and the project was equally instrumental in building our company. Jon Beck, our current CEO, and Kate Gorman, our former Chairwoman of the Board (still active with the business) joined CCI and led the project. Their additions brought advanced retail business and consulting skills to the business. We again proved we could ramp up to meet resource demands with high quality people.
As the business grew, more outstanding people joined in and by 2010 we decided to make Columbus Consulting, Inc. a partnership, re-organized as Columbus Consulting International, LLC. At the time we had 10 partners. In 2014 we expanded the partnership to those that had been aligned with us and part of the group, and 24 more partners were added. We have had about 30 to 40 active partners ever since.
Alright, so let’s dig a little deeper into the story – has it been an easy path overall and if not, what were the challenges you’ve had to overcome?
We’ve weathered storms, beginning with 9/11 (our initial year), the crash of 2008, Covid shutdown in 2020, and even now with the tariff wars that are significantly impacting our apparel retail clients. Our sales fluctuate with the economy, but our mission stays consistent. We provide superior retail consulting services to a select group of clients. While some of our clients no longer exist (as noted above) in this volatile retail economic climate, we are proud to call many of the most notable retail brands our long-term clients, having won their business over the large consulting machines, such as the likes of Accenture and Deloitte.
We typically have over 100 active clients, 20 to 30 of which are new, annually, and have a 96% plus rate of return business. In a typical year, post Covid, we engage about 150 consultants on projects.
All things considered, it’s been pretty smooth. We’ve existed for 25 years, so it’s been smooth and rewarding enough to keep it going!
Some of our struggles were growth pains. We purposely designed our operating model for flexibility with a lean administrative function. So, ramping up with the appropriate skills, when demand calls for it, can be challenging.
Clients that go bankrupt and dealing with that and the negative effects is difficult. Luckily our bad debt has been minimal, so it’s not a common struggle, but when it occurs, it is difficult for all.
Our growth and model also created challenges with legal compliance and assuring we were operating properly, not just legally but in a fair and equitable manner for all that work with us. Staying lean so you assure your profitability and long-term existence, doesn’t afford you with lots of back-office resources to stay current and assure you are operating properly. We’ve adjusted as we go and are in a good place, but frankly, it detracted from our mission due to the non-client time requirements and that can be frustrating.
As you know, we’re big fans of Columbus Consulting. For our readers who might not be as familiar what can you tell them about the brand?
Our business was built to serve the retail industry. Although we have a broader base of clients now, our core remains the retail client and our deepest expertise is in that domain. Our differentiator is that almost all of us spent time in retail companies, mostly in significant roles, C-level, VP, Directors and other leadership positions. We have deep experience, not only in retail practices, but in the pressures our clients face in their day-to-day jobs. We had budgets that needed to be maintained, timelines around the retail calendar, pressures from market trends and latest fashions that require flexibility. We get it, we’ve been there. That’s our special sauce, that’s where we make a difference.
Our retail specialty is inventory management. Thinking about apparel, let’s say specifically a blouse. Once the designers and merchants decide the styles, and color choices, the sourcing and buying team take over. How much of each style/color/size choice should be buy? How should we flow it into our distribution center? How much should each store get? How much should be held back for direct sales and store replenishment? When should we mark it down and by how much? All of these decisions and more impact the customer experience and the company’s financial performance. Our team of experts aide the client in developing processes that optimize the inventory and systems that automate the process or at least portions.
As noted, our brand is recognized as experts in this area. We understand your business and can speed to solving problems due to our experience. We don’t waste time getting “up to speed”. That is what we are most proud of and is our brand differentiator.
If we knew you growing up, how would we have described you?
I was always engaged in sports in my youth and I believe those experiences impacted my life. Being part of a team, having success, dealing with failure, realizing decisions made that impact you are not always fair, there are lots of life lessons you can learn from sports.
Assuming my childhood includes high school, my favorite memory is our football team, senior year. We went undefeated and there were many accolades for me and my teammates along the way. The friendships have lasted a lifetime and the satisfaction of that success has had an equal lifespan.
If childhood memory is pre-adolescent, then frankly riding my bike and playing with my buddies are my best memories. No computer, just a bike, balls, bats, and mischief. Much simpler times.
Contact Info:
- Website: https://www.columbusconsulting.com/
- LinkedIn: http://www.linkedin.com/company/columbus-consulting-international
- Youtube: https://www.youtube.com/@columbusconsulting8521
- Other: https://www.columbusconsulting.com/our-team/
