Amanda B. Email & Phone Number

Wellington

Family Stores Area ManagerThe Challenge:The business required a manager to implement and lead the strategic plan, as the first Area Manager for Family Stores, this required initiative and creativity to establish and deliver value, in a new leadership structure. This also required a cultural shift, away from the concept that the stores were there to provide the community with inexpensive and free household goods, and to establishment an understanding of the fundamental role Family Stores have to create profit, for the benefit of the mission of the wider Salvation Army.The business is multi layered, often ambiguous, with complex internal relationships and leadership styles. My role requires me to carefully navigate the challenges created by this environment to successfully deliver the overarching objectives of the organisation.Key Responsibilities:• Raise the overall standard of all Family stores in the area• Leadership of five stores with a team of forty plus people, including paid staff, volunteers and people completing their Community Service hours, with twelve direct reports and another twenty indirect• Ensure the workplace provides a safe and secure Christian environment• Recruitment, orientation and training• Leading and managing staff performance• Ensure a seamless donor experience• Ensure all strategies, policies and procedures are implemented and adhered to• Raising funds to assist in achieving the mission of The Salvation Army at local and regional level• Facilitate meaningful engagement with our faith-based communities and support programmesKey Achievements:• Optimisation of the stores has resulted in significant increases in profitability over three years - accomplished by my innovative entrepreneurial business focus, combined with a strength focused and relational leadership style. Profitability increased by over 150% across all stores;

Kerikeri

Interior ConsultantThe Challenge: This was a small owner operator business; the owner had an appreciation that the business required modernity and a fresh approach. My role was a sales position with a focus on updating the layout and design options in store, revamping displays and stock and generating in-home and business consultations, offering concept to conclusion bespoke solutions for all window treatment and furniture recovery, for both domestic and commercial applications. Key Responsibilities:• Confidently specify and prepare and present quotations • Sell creative solutions in a competitive market• Order and coordinate the manufacture of all accepted quotations• Manage installations• Keep clear and accurate client data base records• Keep clear and concise financial recordsKey Achievements:• Raised the standard of customer service and client satisfaction• Increased customer base by 20%• Increased sales by 60%• Incorporated design flair and innovation to store - store layout window displays

Kerikeri

The Challenge: To raise the 50% shortfall in funding required by the Hospice to run its service at no cost to patients and their families, in the Mid-North Region, and to raise the profile of the service to the large extended region, from Towai to Taupo Bay. This was achieved through speaking engagements and presentations, ensuring that the government funding Hospice received for the benefit of minority groups Māori and Pacifica was well founded.A huge cultural change was required within the organisation and out in the community, fundraising had traditionally been undertaken exclusively by volunteers, the new management role I was appointed to, was required to raise the large financial shortfall and the profile while demonstrate the value of the role in a sensitive relational way, to all areas of the organisation. I worked alongside nurses, clinical staff, volunteers and Board members to ensure I understood and appreciated the work Hospice achieves out in the community, built relationships within the service and then out in the community, to turn Hospices financial fortunes around. Key Responsibilities• Raise the 50% financial shortfall • Established a Fundraising Calander of events • Take responsibility for the Calander of funding applications• Recruited and retain volunteers • Stakeholder engagement• Extend the retail operations • Communications and awarenessKey Achievements:The team I led raised the 50% financial shortfall for three consecutive years, with the following strategies:• I extended the retail operation from one store to three, raising the retail income by 180%• I started a Farming for Hospice Fundraiser, where farmers raised a steer for the benefit of Hospice, this grew from seed funding for 20 Steers, to 50 Steers in the third year, all donated by farmers in the fundraising programme.

19 The Strand Parnell

Mt Eden Auckland

Kerikeri

Certificate, Mental Health And Addictions, A+

Comprehensive overview of mental illness and strategies to increase wellness. Enlightenment concerning addictions and their treatment..

Education record