David Ure Email & Phone Number

Edinburgh, Gb

Haddington, Scotland, United Kingdom

Edinburgh City, Scotland, United Kingdom

Edinburgh City, Scotland, United Kingdom

Edinburgh City, Scotland, United Kingdom

Achieved the record for the most successful site opening in the country. Successfully led my team to carry out a wide range of highly engaging business-to-business activities to increase brand awareness and drive footfall to the store. Within the first month we participated as part of the student night within SJQ. Our event target was to achieve 100 sign ups; however, we achieved 120 showing a 20% overachievement. Since then, we have had a consistent upward trajectory of signups with an average of 70 per month compared to the 60 per month target. Consistently demonstrated a reliable rate of growth within the first six months, by achieving all key performance indicators (KPI’s), has ensured our average net turn over (NTO) to be 8.2% over target. This was achieved through a mixture of business-to-business activities, staff coaching, staff training and incentives.We were the only site out of fifteen to exceed a new KPI target to sell a specific product. Goal was for 25% of NTO to be ‘vivid’ sales, we exceeded this target with sales being 48% of NTO. We achieved this through a mixture of promoting and merchandising. Promotional activities included traffic stopping and on street pitching. Enhanced merchandising techniques adapted from previous roles meant we were able to create high contrast, eye catching displays which drove up items per transaction (IPT) allowing us to achieve our KPI. Gracefully awarded the ‘Peers Award’ where I was nominated by my peers due to our highly profitable flagship opening. It is here where we were able to set the example to all other stores of what should be expected from a luxury brand. This was awarded by our Area Manager.As a highly valued manager, I have a high expectation for achieving KPI’s and to lead by example to continuously develop my team. This is evident in my ‘Special Recognition Award’ presented by my regional manager where I led my team to exceed all KPI’s and for each of them to surpass their own personal targets.

Edinburgh

As a successful store manager, I understand the importance of bringing in new custom, therefore encourage my team to carry out regular Business to business activities. Our most successful activity saw a 30% return rate on leaflets which were dropped within a 10-mile radius of the store. Our original goal was to achieve a 10% return rate. High consideration for drop off locations was a key factor to the success of this high return rate.Due to dedicated business to business activities the store saw a steady increase in revenue. Complimented by exceeding KPI’s ATV IPT and number of transactions all of which contributed to regular bonuses. As part of my management style, I understand that staff value time, due to this I regularly ran incentives where when staff achieved KPI’s they would receive time back such as finishing work early starting later or longer lunches.

Edinburgh, City Of Edinburgh, United Kingdom

Focusing on people development is a big part of my management style. I have a strong belief in treating people as people and not as numbers, treating everyone the same and not play favorites, rewarding positive behavior and developing people to be the best they can be.Successfully reestablished business standards across multiple sites who were underperforming. This was accomplished through retraining of site managers based of company expectations and my own experiences as to give all my managers the same tools to sing off the same hymn sheet. I also provided training on how to coach their teams so as to build confidence in themselves.Recruitment, staff reviews, and site visits were all regular occurrences within my role. Site visits consisted of assessing first impressions such as how the merchandising was carried out, uniform quality and staff hygiene, reviewing admin documents such as daily paperwork, banking, and staff reviews carried out by managers. If my findings were negative, I would give the manager a chance to explain, provide retraining where needed and set them a time frame to correct any mistakes or incomplete work. Organized and facilitated regular team’s meetings both virtually and face to face. The aim of these calls was to provide company updates as I believe transparency is a key to trust, new product launches, new KPI’s, bundles, incentives, and to encourage friendly competition between sites by announcing a revenue leaderboard. This resulted in stronger site to site communication, sharing of best practice, and an overall stronger team. As a valued member of the leadership team, I have consistently put myself forward to be part of larger projects. One such example was ‘Go Big’ to which we quickly opened multiple stores across the country, which required extra assistance with recruitment, merchandising stores, opening stores, business-to-business, and ensuring every store was up to standard with technology and till operations.

Edinburgh City, Scotland, United Kingdom

As a highly skilled and experienced manager I was promoted from a site manager running the Gyle kiosk to a dual site manager running the Gyle and Westside Plaza kiosks within a week. Vastly overachieved on KPI target to the point where we were the first in the UK to rebrand into Vype as part of the company strategy. Championed the full retail rebranding to encourage other managers and employees to embrace the change. Built brand awareness to drive footfall using business to business techniques; Door to door leafleting, business park, high street retail and hospitality and leisure.

Edinburgh City, Scotland, United Kingdom

Time of learning the role and understanding business needs

Edinburgh, United Kingdom

Awarded ‘Best Performing Site’ and ‘Best Site Manager’ by regional and area manager. I achieved this by constantly hitting targets such as how many photo shoots were completed, sitting fees taken, providing the full photoshoot experience such as running multiple shoots per person with a range of environments and backdrops, so they had a wider choice for final photos therefore encouraging more purchases which in turn increased IPT, ATV, and overall NTO resulting in these two awards.To ensure the smooth operation of my store, as manager I made sure everything was fully operational each morning from testing equipment to general cleanliness so that my team could focus on their work and produce the best photoshoots and ensure world class customer service. This in turn had a positive impact as our sales were always the top in the country leading to the best performing site award.Traffic stopping and actively promoting our store generated 100% of our sales this is due to traffic stopping being the only form of advertisement funded by the company. It is here where I fully developed my strategic business-to-business techniques which I adapted later in my other roles. Traffic stopping was primarily carried out within Mothercare secondary locations being mother toddler groups, funfairs, shopping centers, retail parks.My goal was to set the example for the other branches to encourage them to work more efficiently and think more strategically when running promotional events and offering extensive bundles. This was all in the spirit of sharing of best practice as I wanted everyone to achieve and exceed KPI’s. One such method we would use within my store would be the booking fee to encourage customers to come in to complete the shoot. Once the customers were in, we were able to work our magic and provide the best photoshoot possible, tailoring the overall experience to the photo subject, for example, favorite song, toys, books, and colours to make it more personal.

Edinburgh, Scotland, United Kingdom

Within this role I overall learned how to be an exceptional photographer, editor, promoter, salesperson, brand advocate, and tele salesperson.

Mental Health Counseling/Counselor

Education record