Forecast sales and staffing needs. Developed a recruitingstrategy to provide optimal staffing in all areas of the branch.Grew the business from zero to over $6 million in eleven months in 2000. (Avg.545K permonth)Established individual and branch goals: Achieved 110% of plan at $1.6 million inrevenues the first quarter.Averaged 120% of goal for sales ratio each quarter.Hired and managed staff for the start-up of these operations. Achieved a highly cohesive working environment by introducing interactive staff meetingswhere each employee was responsible for conducting a five to ten minute presentation onbranch products in conjunction with a written report.Served as liaison with regional manager, vendors, and community leaders to coordinate,sales focus, and community involvement.

Proven ability to manage, direct, motivate and supervise the work of human resources, loss prevention professionals and technical specialist. Managed and maintained superior store conditions, competitive awareness, implementation and maintenance of applicable sales/merchandising programs, effective ordering, shelf management and monitoring of Direct Store Deliveries (DSD) roll out. Fairly and effectively develop, interpret and apply a variety of human resources policies and procedures, and delivered positive knowledge building through performance oriented goals..Proven ability to communicate effectively with a variety of persons at all educational levels, internal and external to the organization.

Planned, directed, and managed day-to-day operations of thestore. Top priorities were to drive and manage results, through planning / setting goalsmonitoring (margins, sales, profit and lost statement) and maintaining budget requirementsand to deliver ultimate customer service.Increased gross profit .05% (1.3million) over previous year. Decreased labor (4%) over previous yearOrganization of the entire facility exterior/interior including merchandise pricing, backrooms/sales floor organization, and promotional intensity. Promoted (4) Department Heads to Mgr. and (9) associates to Department Head of which (2)were off site locations.Maintained staffing & scheduling, customer focus, presentation & replenishment, andoperational disciplines.

Responsible for insuring gross profit, recruiting, and planning.Enforced company safety measures to ensure customers along with employees were providedwith a safe and organized environment.Raised $42 million volume output to $48 million within one fiscal year.Reduced inventory skrink .16 to 0.9 between (3) cycles improved $1.1 million over theprevious yearFostered and facilitated professional attitudes that were extremely necessary tofulfilling the customer's expectations and needs.Continued a trend of honesty and personal accountability in a fast paced environment Project Manager/Team Lead during Katrina at the Lake Charles Louisiana and Port Author,Texas locations. Improved annual volume $15 million over the previous year.

Organized the orientation, training, recruitment, and overallperformance and profitability of various departments through personnel, inventorymanagement, along with monitoring returns and exchanges.Increased gross profit by .07 over the previous year.Resolution of serious customer issues in a professional manner to ensure customersatisfaction. Maintained a profitable return/exchange rate by following store policy and procedure. Payroll was lower than the previous year by .15%. Opened (1) new store and remodeled (2) stores in my division.Developed a winning team through positive knowledge building and performance orientedgoals Collaborated daily with the Department Heads to prioritize operations handling forindividual employee and customers.

Forecast staffing needs and develop a recruiting strategy. Plans and directs the day-to-day operations of the leading grocery retailer. Ensured customer needs are met, complaints are resolved, and service is quick and efficient.Finished the 12-18 month training in record time (5) monthsMaximize sales for the total store with enhance placed on the Perishable Departments, through out the high shrink department Managers, by maintaining superior store conditions, competitive awareness, implementation and maintenance of applicable sales/merchandising programs, effective ordering, shelf management and monitoring of Direct Store Deliveries (DSD's) roll out. Control Perishable Department labor dollars reduction of (.09), through the Department Managers, by ensuring effective scheduling and the maintenance of performance standards and crew complements. Managing Perishable shrink/gross profit, through the Department Managers, by ensuring proper product handling/ receiving, pricing integrity and product ordering.Lamont A Hill

Lead the operation of a H-E-Bretail unit to achieve profit through the effective management of staff and producedmaximum return on investment. Assistant Directors championed the team environment approachthrough individual development that ensured customers were provided with quality productsand superior customer service. Managed day to day operations of 4 retail supermarkets. Functioned as Store Director ofOperations / Project Mgr. Team Lead in one supermarket location while supervising threeothers. (2.2 Million Renovation Project O.S.T. Location)Supervised team of individuals to address quality assurance issues in opportunity stores.Improved partner retention over previous year.Promoted (19) partners over a three year period.Promoted (5) partners to management and (11) to key or lead positions. Increased gross profit over previous year.Reduced total store expenses while increasing staff effectiveness and productivity.Interfaced with senior management to develop short/long term organizational goals andobjectives. Trained and mentored future store managers with regards to store operations, financials,human resource issues and community involvement. Achieved and sustained customer satisfaction by maintaining consistent in-storeconditions.

Delivered leadership in the areas of purchasing,budgeting, accounting, personnel, recruitment, and evaluations. Administered training,developed a reward /discipline process (accountability), made recommendations, transferredpersonnel and recommend personnel for promotions.Increased gross profit $100,000 over previous year. Decreased labor (3%) over previous year.Increased sales by (7%) and reduced shrink by $100,000. Promoted 2 Dept. Mgr./6 associates.

Ensured Standard Operating Procedure (S.O.P) were in compliance in everydepartment, managed shrink to budget or below corporate goals. Used financial analysis toevaluate the cost of ideas and make recommendations.