Mr. David Workman

Executive Director, PRO Group

Member of the Retail Council

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Council Member Biography

David Workman is Executive Director and Chief Operating Officer of PRO Group, where he has worked since 2006. PRO Group serves to coordinate merchandising, marketing, and other business services for a group of independent retailers representing over $2 billion in consumer electronics sales annually. Previously, Mr. Workman served as President of Warrantech, a leading provider of extended warranty services to consumer electronics retailers and manufacturers. Until February 2005, Mr. Workman was President and Chief Executive Officer of Ultimate Electronics, where he was responsible for all facets of operations, sales, merchandising, marketing, and development on behalf of the 65-unit chain in 14 states. He spent more than 26 years with the company and served as President, Chief Operating Officer, Executive Vice President, and General Manager. (This is me - Update Profile)

Employment History

2006 - Unspecified: Executive Director, PRO Group
2005 - 2006: President, WARRANTECH CORPORATION
1993 - 2005: President & Chief Executive Officer, ULTIMATE ELECTRONICS

GLG News^SM Analyses by David Workman

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Loss of Credit Rating Adds to a Very Risky Situation for Suppliers

October 13, 2008

Analysis of:CREDIT Circuit City Loses Recommendation | www.washingtonpost.com

Vendors will continue to support Circuit until at least the first part of December Companies will watch carefully the weekly trends over the next 45 days Vendors can easily create a "run on the bank" if one or two large suppliers change their terms significantly

Consumer Confidence Index

June 30, 2008

Analysis of:Consumer confidence nears all-time low | money.cnn.com

Some of what we report is a self fulfilling prophecy We are not one number, driving to one result Consumers will be selective in their indulgences

There is no room in the middle

June 3, 2008

Analysis of:Sears Loses Out To Costco And Big Lots | www.forbes.com

Sears has a fundamental structural problem with its format, market appeal to the consumer and ability to resnate the differences shopping with them represent. The shift to the warehouse channel is a permanent one that greatly impacts those retailers who have in the past lived in the market somewhere between a specialist and a discounter. Sears still has tremendous brand equity through its name and its private label goods which is being squandered through a lack of strategic vision for change.

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