Joseph Pugliese Email & Phone Number

Michigan, United States

Grand Rapids, Mi, Us

Responsible for Center Store Merchandising conditions and day to day Operations for all Corporate Stores• Oversee Computer Assisted Ordering for all Michigan stores, driving improved store conditions to increase sales and presentation to customers• Play essential role in reducing Fresh Shrink for all Fresh Departments while driving increased sales and product presentation• Instrumental with successful Model Store program providing leadership, coaching and execution of company standards to all Store Director’s, Assistant Store Director’s, Center Store Managers and all Fresh Department Managers• Continue to drive overall shrink reducing Center Store Known Loss in 5 consecutive years• Partnered with Warehouse Operations team in providing product to all stores, while working through challenges of COVID

Daily oversight and management for 16 stores with an emphasis on superior customer service within a family oriented atmosphere. • Maintained the highest Customer Satisfaction scores in the entire Spartan banner, with 60%+ Overall Satisfaction score.• Effectively communicated operational direction resulting in superior store conditions culminating with the highest quality customer service levels.• Improved total store productivity at percentages significantly above industry standards.• Designed and implemented inventory control measures in conjunction with waste control programs resulting in increased efficiency and profitability. • Increased top line sales and overall brand consistency through the implementation of the company’s New Model Store Program.Manage financial results for district profit & loss statement to include, sales targets, margin targets, and expense controls - Oversee the execution of marketing plans that are consistent with regional and banner goals and objectives- Ensure each store is in accordance with safety, sanitation, and security standards

Partnered with individual retailers and vendors creating mutually beneficial operational efficiencies leading to increased overall profits. • Consulted with retailers and vendors to successfully devise programs for the handling of consumer affair issues. Additional company departments observing the program’s success adapted it to the individual benefit.• Increased customer purchase concentration percentages to an all-time company high.• Designed and implemented store-wide perishable delivery system resulting in less waste, greater efficiencies and significant cost reductions.

Managed six (6) District Managers with staff of over 5000 employees in 71 stores with annualized sales $1.1Billion. Responsible for day to day operations of a sales driven company, improving total store scheduling, retail execution and customer service. • Communicated plans, operational direction and vision to all departments within the organization.• Accountable for driving store sales, payroll expense, improved staffing quality through training, mentoring and counseling. • Improved overall total store productivity by 3% during a period of widespread market consolidation and advancing competition from rapidly emerging “super centers”. • Regionally acknowledged for cost containment measures and the maintenance of favorable labor budgets. • Achieved 4% backroom asset goal for fiscal year 2005, with Company goal set at 5%

Worked in tandem with Senior Farmer Jack Management including select Operating Vice-Presidents formalizing labor plans, including productive and non-productive labor. Directed responsibilities included sales forecasting, labor planning and implementing labor related cost control measures. Advancing responsibilities included increased oversight into logistical operations including cost containment initiatives with a focus on packaging, supply management, company uniforms and inventory services. Completed bottom line control measures and related aforementioned responsibilities commencing in a budgeted sales volume of $1.641 billion dollars. • Directed and guided District Managers with sales forecasting of their respective districts.• Partnered with District Managers providing mentoring and for achieving company directed labor goals.• Developed new store budgets for pre and post-opening labor expenses and sales trends.• Recognized companywide for design and implementation for specific stock loss reduction programs subsequently introduced to all District Managers.• Selected to advance diplomacy and increase compatibility between merchandising and operations groups fostering productive exchanges resulting in higher merchandising standards and greater operational efficiencies.• Responsible for the successful roll-out and implementation of company’s “Fresh Food” marketing initiative resulting in increased brand awareness of fresh food department leading to greater customer concentration and higher sales volume in this department.

Responsible for the daily oversight of 13 Store Managers with the directive to assist them in achieving their operating goals, sales quotas and profit margins respectively. Adhered to unyielding company mandate to provide the customer a superior shopping experience through mentoring and a “hands on” interactive in store training program. Worked closely with all store managers and their associates meeting as needed to ensure compliance with all company operating standards.• Created a uniform reporting system applicable to all store managers to monitor and ensure adequate inventory levels resulting in having available the right products at the right time.• Implemented as directed the execution of specific marketing plans from the merchandising office.• Developed company compliant training modules specific to core competencies with a focus on employee proficiency, productivity and a commitment to exceptional customer service • Administered training program to all Store Managers ensuring complete proficiency in their analysis and proper interpretation of in store profit and loss statements.• Successfully negotiated labor contract with Retail Clerks Union preserving civility, temperance and a “win win” atmosphere throughout the negotiations.

Provided assistance and direction for Store Managers to help them effectively manage employee relations. • Organized hiring requirements for 11 Grand Opening stores through identifying specific store needs to ensure successful ongoing operations. • Implemented four (4) centralized hiring stores to adequately support up to 25 stores within a designated district. Each central store supported hiring for all departments to achieve desired operational and productivity goals.• Mediated conflicts between management and union members; assured unbiased investigation of serious offenses including sexual harassment and discrimination.• Improved communication between management and employees through store visits and team building meetings.