Description
Areas of Expertise Retail Operations - Operations Management - Team Leadership - Business Development - Customer Service - Budgeting - P&L Project Management - Strategic Planning - Change Management - Inventory Management - Logistics - Client & Vendor Relations Sales Management - Merchandising - Employee Relations - Needs Assessment - Logistics - Payroll & Benefits - Financial Analysis Regulatory Compliance/OSHA - Safety - Market Analysis - Training & Recruitment - Branding - Audits - AP/AR Directed The largest home improvement retail chain in the US. key operational store functions for a retail location generating $34M in sales. Oversaw 150 employees and handled inventory control efforts managed sales and assumed responsibility over operating profit and employee recruitment. Developed assistant managers and department supervisors and designed and executed new programs. Provided sales forecasting and strategic planning of all short and long term sales objectives. Led performance evaluation and training activities. Recognized as one of only 30 company-wide managers to achieve sale plan and operating profit for the last 12 quarters. * Generated comp sales of 7.9% in 2012 exceeding sales plan by 10% as well as company average. * Achieved one full year without an employee receiving an OSHA recordable claim recipient of the Club 365 Award. * Top 10 in store controllable operating profit for 2011 in the Metro New York region. Continued depotden23@live.com 201.575.1018 Page 2 * Recognized by FEMA for outstanding service to the Port Authority of NY and NJ for actions taken during Hurricane Sandy. * Received the RVP Value Award for creating shareholder value. location generating $88M in sales with 275 employees. Led training and staff development initiatives ensuring all employees met sales goals and understood regulatory compliance for two-year-old store within an urban/suburban environment. Drove hiring functions managed scheduling and maintained all key operational functions in the absence of the store manager. Turned around poorly performing operations departments and staff members. * Instrumental in four department supervisors being promoted to Assistant Managers. * Turned around underperforming tool department resulting in store leading departmental profit and sales numbers. * All departments met sales plan objectives throughout tenure. *
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