RETAIL/RETAIL MANAGEMENT

EMPLOYMENT

Store Manager - Manage this AT&T PhoneCenter and supervise a staff of eight. Came in with a mandate to increase sales and bring the store to a position of profitability. Brought in four new people and completely retrained the staff. Remerchandised the store and implemented incentive programs. Performed a market research study and identified new markets that were not being fully tapped, especially small business systems. Through improvements in training, staff productivity, merchandising, and marketing, have taken the store from 34th in sales out of 46 stores in the region, to 5th.

Store Manager - Opened this specialty sporting goods store and immediately had an impact on the community. Hired 12 salespeople and have developed them into a strong sales team. Attend four trade shows each year and handle all preseason buying. Developed a sophisticated inventory control system which provides accurate sales data and demonstrates excellent predictive ability. As a result, maintain a high merchandise turnover rate. Have established a store which is known for it high quality merchandise and its outstanding service orientation. Sales have increased an average of 48% for each of the last three years.

Buyer - Oversee purchasing of lumber and building supplies for sales totaling $169 million annually at 110 retail outlets. Determine appropriate wholesale prices to be paid, specific terms of agreements, and appropriate differential pricing for individual products at the retail level. Played a key role in developing lumber and related building materials as major profit-making lines for the organization. Conduct training sessions for both managers and members of their sales forces to guarantee effective purchasing, pricing, and selling procedures at the store level.

Set in place all elements of a new program to import a laminated oak door to be manufactured in Taiwan. Selected the manufacturer and obtained very favorable terms. Product line produced sales of $5 million in its first year and has grown over 30% per year for each of the last four years.

Buyer, Paint & Furniture - Responsible for buying, merchandising, and sales activities for 45 stores. Designed and implemented a private label paint strategy for increased profitability, using an in-store and multimedia advertising campaign combined with personnel training and incentives. Increased private label share from 20% to 40% of total sales, and increased department profits by 35%. Developed a new furniture program that took furniture sales from $400,000 to $3 million.

Clothing Sales - Assisted in opening the Redondo Beach men’s sportswear department and merchandising it for opening day. Named “All-star” in 1998 in recognition of strong customer service over the previous months. Exceeded 1999 sales goal by 35% and achieved the #2 sales position in the store for 1999 with sales of $443,000.

Store Manager—Manage the Bellview store with a staff of six, including five salespeople. Market consists of 85% wholesale to painting contractors and 15% retail. Personally call on painting contractors at jobsites and have built a loyal customer base. Create highly effective promotions and marketing concepts that attract new customers. Took sales of this seven-year old store from $700,000 in 1998 to $1.3 million in 2000. Increased profitability 12% the first year, 30% the second, and 28% the third. Developed a strong staff that provides outstanding service to customers.

Sales Specialist—Work closely with customers to identify their needs and to sell them the products that best meet those needs and their budget. Recognized as one of the top performers in sales volume and customer service. Receive high numbers of commendations from customers for the thoroughness of sales service, answering questions effectively, and selling the customer exactly what is needed. Develop strong product knowledge and thoroughly research each new product coming into the clothing and outdoor wear departments. Provide sales training for new employees and have played a key role in enabling them to quickly become productive.

Remerchandised the sales floor in a way that increased sales by giving improved visibility to products that had not sold well. With a more attractive floor, turns on all merchandise improved significantly. By working effectively with Security, have substantially lowered “shrinkage.”

Department Manager—Planned and opened the women's sportswear department for the opening of this major retailers’ first store in the Bay Area. Trained and developed a staff of ten salespeople and had responsibility for scheduling, merchandising, sales, and profitability. Established such a strong department that in its third month it became the top producing women's sportswear department in the chain. The department ranked first in sales within the chain of 90 stores, approximately 50 months out of 65. Formalized such concepts as tracking customers and identifying their preferences—concepts which are now utilized throughout the chain.

President/CEO—Developed the business plan and organized the investment group which purchased this failing department store chain 24 stores. Reviewed all finances, operations, and assets to identify areas for corrective action. Effectively downsized personnel 10% without litigation or interruption in quality service. Closed eight marginally performing stores in Illinois to concentrate on developing programs in Indiana Michigan, and Ohio. Returned store concept to the original market position and recaptured clientele. Marketing programs were nationally recognized for their quality and effectiveness. Increased margins from below 32% to above 38% and eliminated annual losses of $20-32 million within three years and showed a $10 million profit the fourth year.

General Manager—Have full responsibility for this sporting goods retailer. Developed the store concept, hired and trained staff, and generated store recognition through advertising and community activities. Handle all purchasing, inventory, P&L, accounts receivable, and payroll. Have built a steady repeat clientele and referral business in a highly competitive market. Develop innovative marketing themes and promotional campaigns. Achieved profitability by the ninth month, with sales growth averaging 15% per quarter.

Assistant Store Manager—Instrumental in hiring and training 60 associates on staff. Established an innovative sales award which has significantly enhanced sales. Created a comprehensive employee orientation program which has substantially increased employee effectiveness while also decreasing turnover. Program is now used company-wide. Achieved the highest increase over plan among 18 stores in the region. Developed three sales associates for promotion to assistant store manager in 18 months.

Store Manager—Responsible for the operational and sales performance of the store including expense control, gross profit performance, achievement of sales goals, and effective merchandising of all products. Personally purchased all merchandise and oversaw inventory control. Trained and supervised 30 employees in the areas of sales, merchandising, customer service, and product knowledge. In two years increased net profit 15% and sales 13% to $3.6 million. Increased sales per man-hour 20% by emphasizing customer service and utilizing "add on" sales techniques.

Store Manager—Worked extensively with staff to develop programs to increase sales and productivity. Increased sales 20% to $3.0 million and increased net profit 25% by increasing the sale of high profit merchandise. Decreased shrinkage and product handling. Achieved the 3rd best sales per hour ranking in the district, up from 8th the previous year. Reduced operational costs by $30,000 with effective expense control and higher staff production.

Assistant Store Manager—Trained and supervised 35 employees and purchased all product for the store. Instrumental in increasing sales 15% to $3.8 million by improving productivity of staff. Achieved the #1 rating in the district in "payroll cost to sales." Through improved hiring and training, reduced turnover 50%.