Kyle Jacobs Email & Phone Number

Peterborough, Ontario, Canada

Hired to be a business leader who builds an engaged workforce that meets current and future needs in response to business trends. Responsible for coaching store leaders for associate performance management, improving the Voice of the Customer (VOC) score through improved associate customer engagement behaviours, and Voice of the Associate (VOA) through associate engagement activities.Customer Experience Improvement• Increased the number of survey respondents from 80 to 150 per month with 80% average GET and LTSA: Effectively partnered with the Front-End Supervisor and Operations Assistant Manager to positively impact the behaviours at checkout by leveraging the GET customer service behaviours and creating customer awareness of the survey. Introduced and maintained an associate customer service contest to increase engagement and reinforce positive behaviours.• Enhanced scheduling practices to support the business during peak periods: Quickly learned the scheduling system and influenced the scheduling associate to shift hours from stable business areas to areas needing a labour investment. Partnered with District leaders to gain commitment to appropriate over-scheduling in order to ensure adequate associate coverage in the event of absence or late calls.Associate Experience Improvement• Maintained Associate Commitment Index score at 86% on VOA survey during tumultuous change: Worked in partnership with the Store Management Team to improve accountability within the entire store, increase performance feedback conversations, and engage the associates in what was meaningful for them. Successfully planned and executed a week of events to drive awareness of the survey and drive whole store participation to 92%.

Ontario, Canada

Promoted into a multi-unit management role overseeing 5 stores mixed in Ontario and Alberta, 2 of which were unionized. Responsible for the growth of market share through sales, Net Promoter Score, key performance indicators, and employee engagement. Ensured stores were meeting staffing level and labour use needs.Business Growth• Grew average dollar per customer by 7% across the store set: Trained and developed leadership and front-line staff to provide superior customer service through exploring needs, asking questions, and improving overall product knowledge and selling skills.• Improved conversion of doctor patients from 45% to 55%, and total traffic from 8.5% to 10%: Partnered with the sublease doctor teams to improve patient flow to retail through outside the box thinking and gaining associate doctor buy-in. Elevated the sense of urgency in all staff through hosting behaviours and customer role plays.Customer Experience Improvement• Increased Net Promoter Score in all locations by an average of 8 points with increased response rate: Through facilitated train the trainer sessions, coached all staff to accurately capture customer emails and ask for the desired score at checkout.• Led a focus on positive Google reviews achieving 4.5 stars across the store set: Created a culture of comfort in asking for the review and the rating the store deserved for their service. Improved local traffic and SEO.

Ontario, Canada

Responsible for the successful operation at the store level through partnerships with lab and Doctor of Optometry. This role has a major focus on KPIs, customer service, employee management, and visual merchandising. Often asked to manage multiple stores simultaneously and be a peer mentor.Business Leadership• Grew sales by 40% in one location in an 18-month period from $2 million to $2.8 million: Through effective recruiting, hiring, performance management, employee engagement, and customer service strategies thereby spreading positive word of mouth and return customers.• Improved Doctor of Optometry business by 15% patient bookings: By providing fresh eyes and perspectives on the business and staff, as well as more effective deployment of the tools available to market locally and online.Employee Engagement• Executed employee engagement plans which resulted in a 30% lift of employee satisfaction and engagement: Actively listening and involving the staff in business plans, holding them all accountable to the same standards, and asking for and acting on their personal development produced this increase.• Acted as a peer mentor and certified regional training centre: Ultimately being selected for the Field Leadership Development Program in 2019 and resulting in promotion.

Toronto, Canada Area

Tasked with providing consumer insight and subject matter expertise into the construction, opening, and full operation of the first foray into the Canadian market.• Built the business from concept to operation: o Input on customer flow and blueprintso Finding and building vendor relationship o Writing and implementing all human resources functions from interview and onboarding guides to the employee handbook and performance management guidance o Putting asset protection and inventory management protocols in placeo Sourcing and designing store merchandise.

Ontario, Canada

Hired to improve year-over-year comparable sales, manage staffing and scheduling, manage the P&L, and provide legendary customer service. Through building trust and rapport, was selected as a training store manager and testing store manager, eventually entering the District Manager in Training program.Profit and Loss Management• Consistently achieved 5-10% comparable sales in all locations worked: Effective training and coaching of the staff and implementation of repeatable routines in all areas of operation.• Managed P&L statement to ensure profit was minimum 10% of revenue: By managing COGS and labour, as well as finding solutions to issues that would have minimal cost impact to the company.Leadership Growth• Developed and promoted 2 employees from front line to store manager roles: Also developed and promoted 6 other employees to lower management roles or head office positions.• Participated in the construction, hiring, training, and operation of 3 new store openings• Learned and executed multiple areas of operation in support of the District Manager: Selected for the District Manager in Training role after becoming an expert in quality assurance, food safety, visual merchandising, and budgeting.

Managing 6 food units including New York Fries, Pizza Hut, TCBY, Pretzel Maker, Seattle's Best Coffee, and Concessions.Labour planning and SchedulingAccounts PayableFilm/Projectionist ManagementCustomer Relations

Certificate, Human Resources Management And Services

Bachelor Of Arts (B.A.), Humanities/Humanistic Studies

Bachelor Of Education (B.Ed.), Primary-Junior