Mark Goodman is President and Chief Executive Officer, Colorado Nut Company. He previously served as Chief Executive Officer of Boyer Coffee Company.
Prior to joining Boyer, Mr. Goodman served as the executive vice president and chief operating officer for Save-A-Lot. As COO, he was responsible for the retail operations of Save-A-Lot's network of 1,200 stores.
Mr. Goodman served as Executive Vice President, Chief Marketing Officer, Strategy, Membership and E-commerce for Wal*Mart/Sam’s Club where he was responsible for overall strategy development for the marketing and membership divisions of the $37 billion SAM'S CLUB division of Wal-Mart Stores, Inc.
Prior to this role, Goodman served as vice president, U. S. Strategy & Operations for the McDonald's corporation. It was during this period that Mark created the long-term growth vision for McDonald's U. S. Operation and guided the management team through development of a 10-year roadmap to double the business.
Goodman joined McDonald's in 1999. Before joining McDonald's, he served as president of a retail company and served as a management consultant with a variety of fortune 100 companies.
A former economic and foreign policy advisor to Sen. Edward Kennedy, Goodman completed a master's fellowship for advanced study in economics and business management at Harvard University in 1994. He obtained a bachelor's degree in philosophy of economics and graduated Phi Sigma Tau from College of Wooster in Wooster, Ohio. In addition, he earned a master's degree in economics and philosophy from Tufts University, Medford, Mass.
A native of the Ypsilanti-Ann Arbor area, Mark's tenacity and academic achievement were passed down from his parents George and Judith Goodman. As the first elected African-American mayor of Ypsilanti, Michigan, his father holds a record for longest serving elected mayor in the town's history. His mother Judith, is the former Assistant Dean of Admissions and Student Services for the University Graduate School of Business where she worked for twenty years.
