Jim Docherty Email & Phone Number

Las Vegas, Nevada Area

Las Vegas, Nevada Area

4 Districts, 18-22 Stores•Assessed the teams within each district and recruited to fill open positions and create a bench for future people needs•Started with a Model Store approach and moved all stores within the district to meet and then exceed visual and operational standards/expectations•Provided training around visual standards, labor control, inventory shrink and P & L understanding, thereby ensuring all locations operated within profit plans and improving the skill set of the store leadership team. •Set goals and provided timely feedback on results on a daily consistent basis as needed, for each store team and for the District as a whole•Duties included staffing and training, shrink control, visual merchandising, cost of labor control, adherence to company standards, and overall profitability of the District.•District Manager of the Month 4 times in last 12 months, determined by turnover, sales vs plan, profit vs plan, and customer feedback scores.

11-15 Stores•Store volume varied from $6m to $500k•Initial challenges were significant staffing and morale issues that I addressed through effective and aggressive recruiting, hired 10 Managers and management bench in first 100 days, each one a significant upgrade for their given location. Additionally, staffed stores at all levels to ensure excellent guest service. •Developed action and training plans to address Visual Merchandising gaps, a lack labor control and morale as well as significant shrink issues, using SMART goal setting approach.•Set goals and provided timely feedback on results on a daily or weekly basis as appropriate, for each store team and for the District as a whole•Duties included staffing and training, shrink control, visual merchandising, cost of labor control, P & L accountability, adherence to company standards, and overall profitability of the District.

Central California

15 stores•Improved morale through selection, team building, positive motivation, setting of high standards, and consistent follow-up on SMART goals set for each team.•Trained 5 new District Managers including my own backfill.•Improved District revenues by $2.6 million for ‘07vs’06.•Regional Awards Best Sales Comp, Best MVP Sales, Best Preorder Sales, Best Average Revenue Sales, Q-1 and Q2 ’04 Best Average Revenue, Above and Beyond Award ’04. #1 ’06 & ’07 to-date Special orders, #1 YTD ’07 Game Guard Sales.•Duties included visual merchandising, staffing and training, people selection and development, inventory management, adherence to company standards, and over-all profitability.

Central & Northern California

160+ stores•I moved 74 restaurants off of the “support” list in the first 12 months by evaluating operations, creating action plans, and providing support and follow-up. This process improved morale, reduced turnover, improved customer satisfaction, and increased over-all profitability.•Provided training at all levels that increased awareness of both customer needs and financial necessities. Training sessions were conducted for groups of 20 to over 100.•I managed G & A expenses to 20% below budget by territory and time management.•I developed tracking sheets, scheduling aids, and other tools used by other Operational Excellence Managers throughout the system. These tools were not previously available, they allowed for detailed analysis of trends and the information helped identify region and nationwide training needs.•Area of responsibility included over 165 restaurants and their teams, coached and trained Franchisees, Directors of Operation, District Managers as well as store level teams to improve operations, compliance to operational standards, implementation of new procedures, and overall profitability.

Central California

•Created the most profitable district in the Franchise group while developing 3 more District managers and opening additional locations that exceeded Performa by 20%+.•Initiated off sight sales that resulted in additional sales of up to $30,000 per event.•Created a “scorecard” approach around key aspects of the business used during meetings, visitations and performance appraisals which helped increase company focus at ALL levels on the key measures of the business. System was also used to determine bonuses at all levels.•Duties included site identification, staffing, marketing, and budgeting, as well as day to day operations and cost controls.

Central And Northern California/Oregon/Northern Nevada

Area Manager 11-15 stores 1994 – 1998Quality Control Manager 156 stores 1993 – 1994Restaurant General Manager 1-2 stores 1991 – 1993.•Developed 20+ Restaurant Managers, 4 District Managers and 1 Operations Specialist. •Improved operations in one restaurant slated to close to the point that it became the highest volume restaurant in the Region. By reducing turnover, stabilizing the management team, providing needed training, and improving the physical condition of the restaurant.•Received TOP DOG award winner for 1998, award recognized best results in Guest Traffic improvement, Best Turnover results, Flow through, and Speed of Service.•Improved District profitability by nearly 50%, while reducing turnover by over 30%.•Created Profit & Loss tools, spreadsheets, and filing system that is used by all managers to reconcile P & L’s, track and resolve variances, and to keep track of hard copies of key documents. This process reduced variances from over 2% to less than .5%.•As Quality Control Manager I was responsible for 156 restaurants from store cleanliness, labor management, staffing, to guest service, also responsible to ensure compliance with Corporate, State, and Federal requirements and expectations.

Central California

Serviced office equipment throughout Central California.New equipment sales.Aquired new service/sales accounts.Provided in shop and on site repairs/installations.Provided support to service team, trouble shooting and resolving tough equipment issues.IBM, Remmington, BSI, Silver Reed, Swintec, among other brands.