c-store, convenience store, Convenience, Convenient Store, c-store consultancy,c-store consulting, c-store consultant,c-store consultants, Convenient Store Consultants, gas stations, marketing strategy, marketing plans

Steven J. Montgomery

Business History
Sales and operations leader with over 35 years experience in retailing with in-depth knowledge of convenience stores. Entrepreneurial experience ranges from long range strategic positioning to profitable daily operation of existing, start-up and acquisit ion/turn-around units. Demonstrated abilities to plan, initiate and complete diverse strategies.


b2b Solutions, LLC, Lake Forest, Illinois
Full service consulting company for retailers and suppliers to retail firms.

President, 1994 — Present
Responsible for creating brand awareness, developing strategies, marketing, and day-to-day operations for b2b Solutions.
  • Developed marketing materials/plans for two telecommunications companies and then worked with both to secure clients within the industry

  • Developed market penetration strategy and validation tests for suppliers entering the convenience retail / petroleum marketing industry

  • Completed a variety of projects for U.S. and international retailers
AMOCO OIL COMPANY, Chicago, Illinois (1989 — 1994)
A $9.2 billion division of Amoco Corporation that operates 9,600 retail units in 30 states.
Manager, Convenience Retail Strategies and Programs (1993 — 1994)
Responsible for strategies, planning, marketing and systems for Amoco's 6,000 convenience retail operations, including its 400 corporate locations. Increased gross profits in corporate units by 25%.
  • Developed a five-year strategy to leverage Amoco's investment in the new start-up across the existing store base.

  • Negotiated umbrella contracts with major vendors, leveraging the mass of 6,000 dealers resulting in significantly increased gross margins.

  • Participated in the development of Amoco's retail strategy.

General Manager of Convenience Stores (1989 — 1993)
After consulting for four months, appointed to accomplish major on-site development efforts for retail units combining traditional gasoline and food service.
  • Recruited a team of professionals from external and internal candidates to develop a new physical plant, information systems, methods of operations and supporting infrastructure.

  • Directed the start-up of state-of-the-art convenience retail operations and the development and integration of the Point of Sale, Backroom, and Headquarters information systems.

  • Created, designed, and opened 12 state-of-the-art combination gasoline and convenience retail facilities in a three year period that met or exceeded unit revenue projections of $3 million.

  • Developed plan and began integration of four (4) other company operated organizations into a single organization.
THE LAWSON COMPANY, Cuyahoga Falls, Ohio (1986 — 1989)
A $300 million division of Dairy Mart Convenience Stores, Inc. with 700 units in four states, plus a dairy plant, an ice cream manufacturing facility, and a grocery warehouse and distribution center. Dairy Mart purchased The Lawson Company from Sara Lee in 1985.
Lawson President, Executive V.P. Of Marketing and Operations and Member of the Board of Directors of Dairy Mart Convenience Stores, Inc. (1986 — 1989)
Responsible for integrating newly acquired company into Dairy Mart and for all aspects of operations to produce profits.
  • Directed turnaround of company from losing approximately $1 million per month to solid profitability by instituting a total cultural change involving several key strategies .

  • Successfully changed the orientation of the business from a distributor of goods to convenience retailer.

  • Restructured company though the development of a key management team with internal and external candidates.

  • While maintaining the customer base, utilized less than $5 million in capital expenditures to successfully re-image the 700 Lawson units to Dairy Marts in a five month period.

  • Implemented an information system that increased the speed of information to decision makers, provided timely report consolidation, reduced the office head count by 25 full-time employees.

  • Resolved a union strike by the milk processing plant employees and drivers . This resulted in a reduced work force due to broadened job classifications with significant labor savings.

  • Initiated a franchise program that reduced capital outlays by the company and turned marginally profitable units to solid profitability.
A $100 million company with 200 retail units in three states plus a dairy and distribution center.
President and Member of the Board of Directors (1984 — 1986)
Responsible for all aspects of operations and marketing.
  • Joined as franchisee, became employee as area supervisor in 1973.

  • Held variety of operations/marketing positions before promotion to Vice President of Operations and Marketing in 1978.

  • Elected to Board of Directors in 1983, appointment President in 1984.


Masters of Business Administration, Marketing, 1975
Western New England College, Springfield, Massachusetts

Bachelor of Science, Agricultural and Food Economics, 1969
University of Massachusetts, Amherst, Massachusetts

Associate Degree, Food Distribution, 1967
Stockbridge School of Agriculture at the University of Massachusetts, Amherst, Massachusetts


National Association of Convenience Stores (1974 to Present)
  Supplier Board Manpower Committee (Member, Committee Chair 1999 - 2011)
  Member, Board of Directors – Supplier (1999 to 2005)
  Member, Board of Directors – Retailer (1992 to 1995)
  Program Director and Program Moderator
Convenience Retailing University Advisory Council (Present)
RetailWire BrainTrust Panel (Present)
GLG Research Council Member (Present)
Expert 360 Member (Present)
Convenience Store Education Council (Past)