Bobby Beasley Email & Phone Number

Greater Minneapolis-St. Paul Area

Successfully leading 12 locations across MN/ND/WI to meet and exceed top line sales and key performance indicator results. Accomplishing results through the careful selection, coaching and developing of store leaders that embrace a "what's possible" mentality. Training and empowering store leaders to foster and support a culture of delivering a best in class customer experience to set us apart from all competitors so that we continue to capture market share. Establishing clear expectations in relation to customer experience and delivering in the moment feedback that strengthens and aligns behaviors with expectations. High standards in staffing, training and perpetual performance management is embraced by each store team with a clear understanding of how individual performance contributes to our region and company's short and long term success.

Fargo, North Dakota

Direct and monitor all sales, key performance indicators and operational results for up to 23 locations in MN, IA, IL, WI, SD, NE and ND to ensure performance and profit expectations are met. Recruit, hire, train and retain top talent to ensure best in class patient experience. Created partnerships with OD's in avenues to enhance the patient experience and build retention. Work with staff and OD's to make adjustments to doctor coverage to meet the needs of the patients. Created a shared vision among all personnel to drive business growth resulting in improving the region from a bottom performing market to a top performing region within the first year. Recruited, hired and developed a Market Manager to oversee the IA/IL locations to increase leadership presense resulting in improved performance. Supported open regions during leadership transitions in MO, IL and TX. Including interviewing, selection support and onboarding of new leadership.

As a Fast Track District Manager I led the high profile Goodman Jewelers - Mall of America. My responsibilities included the delivering of top line sales revenue, new credit performance, brand expansion via in store marketing methods, improving revenue and profit performance in jewelry repair services, extended warranty sales and special events. Ensuring total compliance for store operational procedures, marketing execution, corporate policies and procedures in relation to P&L management, payroll expense control and customer satisfaction indicators.

Directed all operations for 15 locations in the Dallas / East Texas market. Oversaw staff management and customer service. Provided cross-functional management for problem resolution and implementation of policy and procedure. Served as driving force behind brand expansion programs to grow company presence. Shaped planograms and developed merchandising strategies. Supervised performance quality and designed measures to address deficiencies and operational vulnerabilities. Ensured delivery of quality traning programs. Introduced strategic and tactical action plans that consistently increased performance and profitability. Transformed bottom-performing market to top-ranking district with dramatic improvements in sales, revenue streams, branding, and profitability. Improvement of special event results by 136%; additional revenues margins up by 20%.

Direct and monitor sales and performance for locations in Dallas, TX. Developed corporate office partnerships to further enhance district brand strategies. Improved overall execution in total store support through training and development of store leadership and key store personnel. Coordinated initiatives designed to maximize sales and earnings, enhance customer experience, and improve staff performance. Consistently achieved strong record of winning performance. Earned reputation for motivating staff to achieve exceptional levels of customer service and results. Selected to participate in corporate office committee’s to develop new Regional Manager training and development, bonus compensation and store visit objectives.

Spearheaded business initiatives for 11 locations in Southern NJ and NE Philadelphia region. Driving force behind restructuring operations with lackluster sales, unmovtivated staff, excessive employee turn, unacceptable shrink and unimpressive returns. Charted new course to strenthen and revitalize brand name, expose product to new customers, and re-build service teams. This lead to the region leading the brand and winning awards in multiple performance areas. Boosted sales volume $6.0 m inside of 4 years. Region was removed from critical inventory list. Selected by executive team to mentor new Regional Managers.

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