• Loads diagramming for outbound shipments using WMS system.• Assuring that each pallet on outgoing load is within cube and weight limits.

• Maintain proper inventory levels thru use of databases.• Work with daily cycle counters to maintain accurate inventory.• Purchasing annually of $10 to $12 million.• Account for DC damage, DC use and Vender credits• Researching inventory discrepancies and making necessary corrections.

• Managed 10 employees in the customer service and shirt service departments.• Oversaw daily store operations management.• Service Manufacturing.• Weekly store Inventory of clothes orders to insure that all orders are accounted for. • Improved store sales from -22% to +4%.

• Accountant for small to mid-size companies. Advised clients on maximizing business potential.• Prepared daily records: general ledger, A/R, A/P, payroll.• Balanced financial bank statements.• Prepared monthly/quarterly financial reports.• Operations management of business.

• Managed 28 employees in anchor store while assuming temporary general manager responsibilities in restaurants throughout district. • Oversaw store operations management, including, goal setting, staff recruitment and management, quality assurance, and problem resolution to achieve optimal service standards and financial success. • Analyzed purchasing patterns and external factors to prepare accurate bi-weekly food order.• Directed store financial management including daily cash procedures, sale/cost analysis, budget maintenance, and payroll management.• Audited monthly store financial reports. • Weekly Inventory of all raw materials to figure out weekly food cost and to make sure was within standards. Weekly inventory value, 15,000.* Increased monthly sales by 6% on average and customer satisfaction results by 10% by creating training and staff motivation programs to increase staff engagement and customer service.

** Increased monthly sales by average of 12% and monthly gross profit by 5% on average, exceeding plan and driving store financial success.• Directed Sales/Parts/Service Department of seven employees, overseeing all hiring, coaching and training, performance evaluation, compensation planning,scheduling, and operations management.• Initiated store appearance and layout improvement, working with Plan-O-Grams to attract additional customers and improve the overall customer experience.• Daily Cycle Counts for inventory control.** Improved inventory varation from 8% down to 3%.

Grew membership from 40 to 115 to become the largest ARRL Sanctioned groups in Connecticut.A volunteer group that promotes the use and goodwill of ham radio in the greater Hartford area thru training of new operators and continues training of others.Also trained in handeling emergency prepardness for communication. Was intstrumental in making the Hamfest one of the largest in the state of Connecticut.NARL is a volunteer non-profit group.