John Kapron Email & Phone Number

United States

Returning to Picsolve in October facilitating strategic operational initiatives, such as implementing the new US scheduling and budgeting system, rolling out policy and procedures to 30 plus staffed locations, while assuming many of the previous director responsibilities. I also was immediately tasked with refining the operational manual and standard operating procedures for the US division.• Responsible for facilitating weekly US Regional calls with Senior management, identifying positive and negative performance trends, optimizing KPI solutions to maximize site efficiencies.• Ensure the US remit is within budgeted parameters, implementing labor tracking and scheduling standards, ensuring sites are with targeted performance for Picsolve, for all 71 locations.• Direct oversite over our Caesars Entertainment Sites in Las Vegas, working directly with Partner and internal management team to maximize efficiencies, drive revenue, develop new business initiatives, and strategically drive KPI’s.• Deliver the weekly business update and report on operational performance to the Senior US management team.• Work with finance to ensure weekly reconciliation and monthly reporting accuracy, chasing internal and external clients for any clarification.• Liaison between the HR team and Regional teams to ensure all new policy and procedure as well as current policy is being executed at all US staffed sites.• Acted as the company’s Senior Leader on site at our new staffed properties in San Diego (ZOO and Safari), recruiting and training all new staff in Culture and Operational systems. Launching both properties simultaneously 24 hours after incumbent was removed.• Responsible for all Customer Relations in the USA, maintaining the online portal, prioritizing all tickets, and guaranteeing 1st response within 24 hours to all guests. Lead the US team and UK teams to fulfill and resolve all issues within the companies set parameters for excellent guest service.

Orlando, Florida

Joined SeaWorld as the Corporate Manager for In Park Business Development, for all 12 of its U.S. contingent parks. I was charged with the business development with the immediate direction to restructure pricing, the immediate implementation of dynamic pricing, and an evaluation of improvements to operational efficiencies across a wide variety of ancillary service within the park. • Developed and maintained methodologies for evaluating merchandise and park operations program offerings to ensure standardization across the organization and to drive insights and continuous improvements opportunities. • Analyzed sales trends and provide actionable data to support growth of merchandise and park operations revenue programs, makes recommendations based on analysis. • Made recommendations and collaborated with revenue leaders to develop and deploy initiatives to grow revenues or improve EBITDA performance. • Collaborated with appropriate Park and Property Support leaders to develop and deploy initiatives to grow revenues or improve EBITDA performance for Park Operations (Quick Queue, Reserved Seating, and Parking) and Merchandise (Photo, Games, and Revenue Partners). • Analyze sales trends and provide actionable data to support growth of ancillary in-park revenue opportunities. • Managed the development of tools and processes to assist Park Operations and Merchandise leaders in generating incremental revenue and managing costs whilst evaluating existing and new programs, align with park teams on viability of programs. Focus on programs that are scalable across entire company.

United States

With joining the Magic Team my roles and responsibilities were focused on operations, delivering, implementing, and executing operational efficiencies. I had 15 sites under my remit, with an annualized budgeted revenue stream of $17 million, with forecasted expectations of $23 million. My region was across the Southeast from New Orleans to Jacksonville, and everything south into Florida.• Charged with Business Integration of our newest acquisitions and the refinement of our Daily Operations of existing sites, providing the needed support and guidance to the Regional, Area, and Site Managers. This Region has 30 managers and 400 Team Members under my direct leadership. • Included in the Business Integration process, in which I am to lead; are areas such as Culture, Operational Systems, Site Transformation, and Technical Blending. • As a Managing Director I am charged with upholding Company Policy, Developing Strategic Plans in both financial and succession planning, ensuring timely and measurable actions to drive the bottom-line business results. • Charged with Client and Account oversite, ensuring all sites and member partners expectations are being exceeded• Work with partners and network within the industry as a Business Development contact for the company.• Develop and refine selling process by location, implementing, and executing new initiatives to drive incremental revenues.• Act as the lead on-site project manager with eyes on the ground, reporting to IT, HR, and relevant internal parties whilst a liaison to partner along the critical path to project completion

My regional role with Picsolve has put me, again in my career, personally responsible for multi-site operations throughout the mid-west. This includes three theme parks and seven attractions, with multiple retail locations within each.• Responsible for the recruitment of Site and Account Managers, support/coach the Managers to recruit, train, develop, motivate, and manage all employee relations issues in line with company policy and procedures.• Build, develop and maintain strong working relationships with the management team, external suppliers, and all Picsolve colleagues to maintain a positive working environment and maximize system operational time.• Report directly to Vice President of Retail, act and implement corrective measures, set budgets and targets, including revenue targets for each site within the region. • Attend and actively participate in site meetings, regular management meetings providing all required information and documentation within agreed timeframes and provide accurate and timely management information as directed by the Senior Operations Managers.• Minimize the cost of sales by managing and supporting the Manager to achieve accurate stock management, control of staffing costs and loss prevention. • Control costs according to the business forecast which includes monitoring all statistical and financial data for the including the preparation of daily, weekly, and monthly reports on time communicating all results to the team and the management team.• Open and direct all new Site openings within region, 6 location launches over last 10 months.

Joining the Tommy Bahama Team was the next step in reestablishing my career after a brief hiatus. Taking on the role of Store Manager in a top ten location, leaves me with plenty of opportunities. I have been charged with getting Orlando back on the map and getting the location to where it needs to be. From storeroom challenges, to training needs, the location provides me with daily challenges.• Walking in blind my first task was to evaluate sales, labor, and team productivity. After evaluating we brought staffing levels back to par, determined what sales metrics needed immediate attention, and set store expectations for all staff.• After a remodel in 2013 the store was left with a stock space half the size, designing and reorganizing was the first hurdle we had to overcome in order to process deliveries and establish a clear path from back door to front door.• Providing the tools necessary for the team to do their job effectively was instrumental in building a successful operation and building up moral. From brooms to bags, we all own it, we all maintain it, and we all communicate it.• Training, re-training, product knowledge and basic store standards all needed to be re-introduced after 3 months with no SM and zero operational focus. Setting these expectations and standards was new again for an 11yr old store.

Universal Orlando - Islands Of Adventure

Returning to the Universal Orlando Resort, after relocating back to Orlando, as an Assistant Manager after 10 years of successive career growth, was a definite shift for me, but refreshing to step back into a day to day operational role. • Upon my return, I took on the responsibility of our Candy Store in the area, implementing a new ordering system for perishable items and reducing COGS over the previous year by 2%.• Charged to operate the Christmas store where we had double digit increases in profitability through partnering with our Field Merchandising team, executing timely floor sets to maximize sell through on one-time buys, while focusing on product placement and replenishment.• Included in my duties within the area are scheduling, ordering all area supplies, and leading the Safety, L.P., GSAT, and Universal Way Team Members in current UO initiatives.• Resided on our Clarity POS insight and development team, act as a Mentor for new mangers, and UO Share Point Site Owner.• Initiated the use of the first computerized staffing and scheduling program within retail to optimize labor efficiency.• Reduced shrink from 5% to 2% with in my first year in the Area by implementing inventory controls.• Assumed responsibility of Universal Studios Retail Vending program incorporating new cart design, reduced assortment, and updated policies & procedures for increased accountability.

Texas

Working at Landry’s provided me with the opportunity to utilize my expertise in retail, to not only grow my stores, but my region and the entire company. Having the chance to take ideas which made my store successful and implement them on a corporate level is an achievement I am proud to have had. I started my Landry’s career as a Store Manager, was promoted to Regional Manager within 3 years, and subsequently promoted to the Company’s new Corporate Merchandising role as the Visual Planning and Analysis Manager. • Worked cooperatively with Vendors and the Visual Team to reduce expenditures, streamline ordering practices, and increase Corporate Accountability.• Implemented the company’s new Field Merchandising Reporting and Allocation system.• Conferred daily with the Vice President and Director of Retail Operations maintaining a clear and concise open line of communication on all planning and development. • Assumed the responsibilities of 13 properties and 23 locations within the Texas region, including Amusement, Specialty, Fashion, and Resort retail operations.• Lead and trained the new management team at our newest Retail and Amusement property on Galveston Island.• Implemented a Regional Weekly Recap that further focused my team to better analyze their Financial Results, provided them with Critical Few Operational Topics and current Merchandising Standards, while maintaining an emphasis on Training and Development.• Developed reporting that enabled the store team to better access financial and inventory data to make better decisions• Successfully increased Sales per Guest form $21.00 in 2008 to $24.50 in 2012 through effective merchandising and a renewed focus on guest service, whilst maintaining retail shrink below 2% and at an average of 1.6% over 4 years.• We increased our Secret Shopper Scores form an average of 92% before my arrival to 97% at the time of my promotion.

Orlando, Florida Area

After only a short stint at Universal I left my comfort zone challenging myself and my abilities in a new line of work, stepping into an AGM role for an Entrepreneur and Friend, delving into the world of Food Service and Restaurant Operations. • Redesigned the Menu adding modern pub food with an Irish Flare.• Increased revenue through a renewed focused on banquets and special events.• Instrumental in the renovation of the interior of the restaurant with a modern pub theme.• Implemented food and liquor cost reporting through inventory tracking.• Utilized leverage buys of liquor and beer to reduce costs and increase margins.• Increased St. Patrick’s Day Sales by over 800% in 4 years, by successfully implementing marketing and planning strategies. • Set new sales records every year consecutively, with incremental gains in profitability that surpassed 25%

Orlando, Florida Area

Started my employment as a seasonal employee and earned a full-time position as a merchandise associate and trainer. Within seven months at that position I was promoted to a Retail Guest Service Manager, where I held that role for six years. During which time I had the opportunity to work with many types of retail businesses such as outdoor carts, vending, amphitheater’s, themed locations, and anchor type stores. I also was an integral part of the planning and development of the merchandise operation for Disney's Broadway production of AIDA in NYC. - Walt Disney World’s Magic Kingdom, Disney Theatrical New York City, Walt Disney World’s Hollywood Studios, and Walt Disney World’s Animal Kingdom. • Redesigned the merchandise carts for the vending operations at MGM Studios, setting a one-day sales record on New Year’s Eve 2001, breaking the one-day record set on the millennium.• Initiated the development of a storage facility for the parks vending operation and revamped the operating policy and procedures.• Received an exceed expectations on yearly 2001 review for strategic new sales initiatives, the development of high - performance teams, and for the implementation of new procedures & guidelines resulting in increased guest and client satisfaction.• Provided the merchandising direction for the Palace Theatre’s retail locations on Broadway for the show AIDA, including operations, merchandising, and inventory control.• Developed new procedures for the Magic Kingdoms retail vending program in 1996 creating systems for all aspects of the operation including inventory, labor, cash management, and general guidelines to vending.• Coordinated the rebuild of the Magic Kingdoms Tomorrowland stock rooms for efficiency and effectiveness.• Corroborated with fellow managers to develop new stock and delivery procedures for the Magic Kingdom Park, including third shift stocking and front door deliveries.

Darien, New York

Bachelor Of Science In Communications, Concentration: Organizational Communications Minor: International Studies

Activities and Societies: Track and Field

High School Diploma, Graduated With Ny State Regents Diploma

Activities and Societies: Track and Field, Cross Country, Bowlng