Brad Berrett Email & Phone Number

Sandy, UT, US

West Valley City, Utah, US

Phoenix, AZ, US

• Oversee all aspects of branch operations including $55M in inventory, sales, customer service, logistics, P/L, payroll, scheduling, performance evaluations, transportation, service, and maintenance – EBIDA 5% higher.
• Hire, develop, lead, and empower team members to make sound business decisions
• Efficiently prioritize workloads
• Manage all aspects of parts inventory and shop personnel to ensure equipment is serviced and repaired timely
• Collaborate with metro and regional management teams to prepare yearly business plan forecasting revenues, expenses, fleet ROI, utilization, and overall branch growth
• Maintain company standards with facility, equipment, and delivery fleet

• Developed and implemented wholesale sales process for counter sales teams
• Designed and implemented management system for key performance indicators resulting in a $1M sales increase above goal in first month, $1.5M in second month, and $2M in third month.
• Provided training on companywide rollout of distributor text messaging platform (ProKeep)
• Provided sales process and customer service culture training at companywide counter sales team summit
• Provided sales process and leadership training at companywide assistant branch manager summit

• Implemented first-in first-out inventory system, eliminating $600K dead inventory and improving efficiencies evidenced by $180K reduction in annual payroll expense
• Introduced and implemented distributor text messaging platform (ProKeep), allowing dealers to text orders, increasing number of customers served, and reducing staffing needs
• Designed and implemented pick-and-pull merchandising plan, improving efficiencies and increasing annual sales by $1M.
• Implemented system to reduce special order non-stock items, further reducing dead inventory
• Implemented individual performance reviews and goal-setting processes with branch employees
• Increased general ledger net margins by 11%

Overland Park, Kansas, US

Basking Ridge, NJ, US

Atlanta, GA, US

Thornton, CO, US

I was a committed team member of Ultimate Electronics for over 15 years. In efforts to assist the Company with its expansion, I relocated from Utah to Arizona in 2000. I was involved in the process of grand opening several stores in that market. While in Arizona, I successfully managed six stores in two years, and was twice called upon to multi-manage two.

When I became the manager of Arrowhead, the store was ranked at #8 in the company. When I left the store, it was #4. Arrowhead was the first store in the Phoenix market that I was allowed to stay in for a complete year. As a result, I earned the honor of Ultimate’s Manager of the Year. I was proud of this honor because this contest is between all of the.

Thornton, CO, US

I twice acted as the Regional Manager for the Region (Phoenix, Las Vegas and Utah). The duration of each experience was two months. I preformed these duties while also managing Arrowhead. Because of the relationships I had established, the region’s store managers looked to me to provide leadership. I successfully managed the region during both instances.

I was asked to dual manage Desert Ridge (DR) and Arrowhead while a replacement for DR could be found. I evaluated the store, put proper operating systems in place and trained to those systems. I assessed the staff and made necessary changes, implemented an aggressive goal setting strategy, trained to the business model of the company, etc… The store had.

The Mesa store had operational systems in place and ran well. While there, Mesa's business increased and closing percentage went up. Because Mesa was such a fine tuned store, I was able to direct my attention to other issues within the Phoenix market. I became a mentor to the new managers. I also began to analyze our market’s D-code and developed a system.

In March 2002, the Regional Manager asked me to dual manage the Scottsdale and Metro stores. I was asked to assess the situation at Metro, determine the needs, and create a plan to address them. This involved cleaning-up the store, fixing inventory issues, and generally put the store back on track. When I arrived the store was 38% down on plan. We went.

As the General Manager of Scottsdale, I was the first manager that the Company placed in charge of the entire process of grand opening a new store. I was responsible for every detail. This included hiring and training the complete team (at the same time I was responsible for hiring part of Mesa’s team), managing all inventory delivery, merchandising the.

My time and experience at Metro proved to be valuable for me and also for our company. The Door Count Spreadsheet and others I developed at Metro were later implemented with the Company’s Standard Operation Procedure (SOP).

Upon my arrival I assisted in this recently opened store while awaiting my store’s availability.

I became Orem’s acting General Manager at the height of the holiday shopping season on December 8, 1998, and was officially named the General Manager on January 18, 1999. At goal setting that year, Neal Bobrick, the Vice President of Sales, challenged me to take the store to the next level. I met this challenge. During my first year as Orem’s GM, I.

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