Manage the day-to-day Operations of a $55M retail business, with 155 store employees. Responsible for ensuring the store checkbook is maintained and balanced, through consistently monitoring 19 Operations Expense categories such as Waste Management, Recycling, and Supplies Ordering. Oversees 6 individual store departments; however, is responsible for ensuring consistent communication of company priorities throughout all store departments.

Manage the day-to-day Operations of a $38M retail business, including but not limited to Front End Register Operations, Back-end Receiving Process, and Financial Bookeeping for the store. The Operations Manager reports directly to the Store Manager and is responsible for ensuring that safety programs are upheld throughout the store, as well as ensuring all store equipment is maintained and operable. Operations also balances the store checkbook, orders store supplies, and updates associates on any changes to Standard Operating Procedures.

As Specialty Sales Manager I was held accountable to approximately $22M in annual store sales, across 8 store departments. I was also responsible for new credit account acquisitions, and in-home installation services. Business Planning, Talent Acquisition, and Process Development are keys to success in the SASM role.

The Operations Manager is held accountable to managing the day-to-day operations of a multimillion dollar retail unit. Job responsibilities include supervision of front end processes, with regards to sales and return transactions, special services and parking lot support. The OAM also oversees the back end processes, including receiving and freight teams to ensure that merchandise is received and stocked appropriately. The Operations Manager controls Worker's Comp and General Liability claims for the business unit, and directs the store's on-site safety team to ensure OSHA standards are met, and must be the in-store authority on store Standard Operating Procedures (SOP’s), especially those involving Safety compliance. Lastly, Operations Managers are expected to maintain and operate all store equipment and systems and manage the store's daily financial operations.

Manage the day-to-day operations of a $32 Million store, ensuring that the store remains profitable by managing Mark-downs, Ordering Supplies, and ensuring proper Receiving Dock operations. The Operations Manager controls Worker's Comp and General Liability claims for the business unit, and directs the store's on-site safety team to ensure OSHA standards are met. Also responsible for managing the night freight team, morning pack-down team, inventory management team, and the Front End cashiers

Moved to Macomb Township Home Depot in June 2008 to fill the Specialty Sales Manager position there. At Macomb Twp. I was held accountable to approximately $13M in annual store sales, across a span of 8 departments (D23, D59, D24, D29, D70, D26, D30, D41).I was transferred to Harper Woods, MI location in February 2009 as Specialty Assistant Store Manager. At Harper Woods, I am held accountable to approximately $17M in annual store sales, overseeing the sales and operations of 7 departments in the store (D23, 30, 29, 59, 41, 42, 94). These are all the Special Order departments, Installation Services, and PRO Services. I am also responsible for building success in Home Depot Credit programs.

I was promoted in June 2006 to be Merchandising Assistant Store Manager at the Warren, MI location. In this position, I was responsible for $11 million in annual store sales, managing the Lumber/Building Materials, Paint, and Hardware departments, and the PRO Services desk.

I was promoted to Department Supervisor of the Lumber/Building Materials and Mill-work departments, where I stayed for 2 years at the Macomb Township location.In late 2005, I was moved to the Flooring and Paint department, and was there for approximately 9 months before earning my promotion to Assistant Store Manager.

Worked in Lumber, Building Materials, and Mill-work (Doors and Windows). Started as part time in Lumber, moved to Building Materials, and then went to full-time. At that point, decided to stay with the company and continue to climb "the ladder"

Monitored RADAR transmissions to ensure the commanding officer was aware of any vessels within a 25-mile radius of our ship. During the third year in my enlistment, I was promoted to third class Petty Officer, and appointed to lead a team of eight Operations Specialists, monitoring surface to air RADAR transmissions.Special assignment: Managed and maintained the ship's recreation equipment; kept inventory of the equipment storage locker.