Jay White Email & Phone Number

Columbus, Ohio Metropolitan Area

Columbus, Ohio Metropolitan Area

Responsible for store operations, developing and maintaining commercial customer relations and program growth. Accountable for achieving financial goals and maintaining service and appearance standards. Moved store from losses to profits in 90 day. Implemented a team atmosphere and a culture of sales. Increased sales 23.5%. Top Gun.

Columbus, Ohio

Accountable for P&L of 65,000 square foot operation – selling appliances, bedding and furniture – with up to $20 million in annual sales, 500,000 SKUs and 40 staff, including two Managers and 20 Sales Representatives. Oversaw implementation of sales directives, monitoring ad items and store-selected revenue drivers, and coordinating all in-store merchandising activities. Interacted with Vendor Representatives to resolve product design flaws and communicate customer needs. Functioned in HR management capacity by recruiting, on-boarding, training and coaching employees, conducting annual performance reviews of direct reports. Worked with distribution centers to procure and receive products, handling logistics of product deliveries, and installing specialty products. Supervised performance of building maintenance, applying key risk management and loss prevention tactics to minimize theft while maximizing store security.► Posted #3 company store ranking out of 220 units, attaining #1 volume and #1 rank for sales goal achievement in great lakes region consisting of 80 stores. Simultaneously controlled store costs, by utilizing energy savings equipment, ensuring all displays and appliances ran in demo modes to conserve energy.►Developed and introduced comprehensive customer service initiative – consisting of customer “thank you” follow-up program, with bounce back promotional invitation and referral request – responsible for improving customer conversion rate by 12%, while realizing zero employee turnover rate.

Moreville, North Carolina

Directed operation marketing variety of hard home improvement goods and appliances to consumers, contractors and homebuilders, accountable for 500,000+ SKUs, store operating budget and P&L, and 150 total employees, with 35 direct reports. In charge of in-store marketing and human resource activities, recruited personnel and hired for open positions, monitored employee schedules and duties of direct report Department Managers, and coordinated training and coaching of Sales Associates.Oversaw daily store operations, auditing sales tickets – to ensure proper procedures applied to maximize sales – and all shipments received. Performed seasonal flex/construction and tear down of garden center, properly accounting for inventory to reduce shrinkage. ► Produced $25 million in sales at 17% profit, exceeding sales goals in excess of 18% in two of three areas. Implemented company cost-cutting directives, streamlining sales force and serving as member of office installation and consolidation initiative spanning multi-state area. ► Secured $1.5 million account with state-wide property management company Purchasing Agent, negotiating terms of deal which allowed individual to drop and store items at three points, eliminating travel time and previous losses. ► Despite store lacking adequate management staff – during time when each Lowes store was supported by four total Managers – successfully led operation as sole Manager, increasing annual store sales by 4.5% prior to training new second Store Manager.► Boosted store margins by total of 5.3%, by instituting up-sell program at final point of sale (at register, upon customer checkout) and introducing add-on sale program, in form of game within appliance department.► Posted 6% reduction in payroll savings, by cross training all team members to perform additional department duties, and training key Associates as floaters between departments to cover staff shortages and peak sales periods with additional store traffic.

Sought to maximize profits while minimizing costs of operation with $8 million budget, accountable for store P&L, 21 regional store locations, 21 staff and 15 outside vendors. Executed annual, monthly and weekly advertising strategies and promotions, leading crucial procurement and merchandising initiatives. Ensured all personnel delivered exceptional service to customers, recruiting, hiring, training, scheduling and conducting evaluations of staff performances.As Store Training Manager, performed yearly audits of all 21 district stores, visiting average of three stores monthly to review core set of operations, yearly inventory and ADA compliance metrics. Duties entailed reviewing performance of other Store Managers, assessing adherence to corporate HR and merchandising standards, compliance with state and federal pharmacy regulations, and implementation of district initiatives and company promotions. Controlled expenses by keeping paper and chemical supplies consistently organized and inventoried.►Participated in store mergers valued at up to $180 million, integrating newly-acquired stores and existing labor, offering positions to employees displaced by acquisition, and conducting merchandise inventory training events.►Closed several deals – worth as much as $4.5 million to chain – by securing contracts to handle prescriptions of client care facility customers. ►Managed $3.78 million procurement spend – for 21 stores purchasing up to $15,000 in goods monthly per store ($180,000 annually) – obtaining local goods, perishable items and non-stocked drugs from local vendors.►Grew store business revenues from $2.34 million to $3.38 million – or from $45,000 to $65,000 weekly – while boosting pharmacy business revenues by 25%.►Saved employer $60,060 annually across all 21 stores, by devising and integrating more efficient warehouse layouts and means to process inbound freight.