Joe Abrahamsen Email and Phone Number

Position eliminated - pandemic

Responsible for daily operations, finances, security and expansion needs of this local office services company. Created a culture of control and excellence by partnering with customers and employees.

Improved Zone shrink performance for year on year improvement of 135 superstores. Communicated shrink and audit program requirements to Zone VP, District Mangers, RLPMs and GMs as needed.Monitored progress through timely targeted visits and coaching for improved performance. Conducted productive investigations and trainings to reduce the shrink to an all-time company low of 1.68% for this challenging north east market. This represented a $4 Million improvement in one inventory cycle. Was then given responsibility to oversee two zones - North East and Mid West.

Promoted to field corporate position supervising 110 stores, utilizing a $16,000 travel budget and $500,000 in vendor programs to control the shrink in a volatile NY market. Supervised 2 LPMs and 1 LPS in training, investigation and audit goals to ensure stores performed according to company standards. Provided positive corrective feedback to district and store level management teams and work closely with RD. Participated in shrink taskforce and traveled to the different markets to determine actions to be taken for improved shrink performance. Was instrumental in reviewing and tweaking the audit program that was subsequently approved for national use. Participated in leadership meetings to determine the departments' direction for 2007.

Promoted to LPS position supervising 5 NYC stores directly responsible for auditing, training and conducting investigations as directed by RLPM. Improved store efficiency and safety through consistent follow up and training.Promoted to DLPM in 2 years supervising multiple districts. Responsible for managing outsourced store detective and guard programs, as well as ensuring the installation and/or maintenance of electronic surveillance systems. Trained store level personnel in various loss prevention techniques and developed a Shift-Meeting Training Document that was latter used company wide.

Waldenbooks (1986-1997) - Facilitated new store opening encompassing designing and executing layout, implementation of merchandise plans and recruitment/training of staff. Supervised 22 direct reports. Established and revised LP, inventory and OPs procedures to enable a successful transition to a multilevel operation.Borders (1997-2000) - Promoted to superstore format and provided leadership for regional flagship unit in Bridgewater, NJ - a $12.9 million retail facility with 70 employees. Key responsibilities ranged from driving team productivity in the receipt and redistribution of more than $161,000 in merchandise weekly, to oversight of a $200,000 periodicals department and a returns department responsible for processing $120,000 a week in dead product. Secondary responsibilities included LP, HR and general management functions such as interviewing, hiring, training, developing and disciplining of staff as needed.