Assistant Store Manager - Manchester Flagship Store – 1990 to Oct 2011, Feb 2012 onwardsRole and achievements include:Managing a team of 41 staff to achieve a a multi million pound sales budget in excess of £8million whilst maintaining high standards of customer service.Using excellent communication and relationship building skills to interact with all levels of staff from part time sales assistants, Supervisors, Regional and Divisional Managers to Board Members and potential investors.Managing £2.2m of stock holding, and a buying team of six supervisors who maintain the commercial aspect of the store merchandising, ordering the appropriate product to support key new sales releases or franchise activity. Controlling buying targets for each department ensuring that the appropriate level of stock is ordered to achieve sales whilst also remaining within budget.Developing supplier relationships for sales opportunities through commercial buying or embracing local businesses.Applying supplier framework agreements for all local suppliers, reviewing these on a quarterly basis to assess sales or returns, costs and timely payments to suppliers. Working under pressure to meet deadlines eg supplier funded promotional activity, pricing implementation.Applying financial acumen by interpreting profit and loss to target improved performance of areas of the store, controlling margin targets and controlling cost budgets for the store.Developing and managing personal development plans and coaching of all staff, including identifying those for Assistant Store Manager recruitment programmes in the UK.Representing North West region at the HMV Company forum events.Managing store sales promotional events eg artist personal appearances/live bands.

Role and achievements included:Nominated by Regional Manager to manage this poor performing branch for 5 months prior to closure, managing 31 staff and delivering sales in excess of £1.5million.Within six weeks of starting my role as manager achieved double digit growth pa, met customer service targets, staff morale had improved and new systems were in place to maximise operational efficiency.