Through the management of five Team Leaders and sixty colleagues, the role involves having full accountability for the KPI performance of the department and ongoing development of the team. I am trusted to run the shop in the Store Manager’s absence and I trade the shop floor on regular shifts ensuring all departments are operating effectively and any issues rectified promptly.Key achievements• Facilitated the transition to a new till operating system, involving the training of 150 colleagues whilst maintaining company productivity targets (21 items per minute), customer service targets (customer measure target 83%) and ensuring customer service expectations were not compromised.• Accomplished a labour matching process for sixty colleagues where all hours were reviewed to ensure we could trade to business needs. Resulting in reduced worked labour on the department by over 100 hours per week. Enhancing morale and engagement of colleagues on the department to 87% when surveyed. • Surpassed the company mystery customer target (83%) for two consecutive years achieving results of over 86%. Increased process compliance on news and magazines to 96%. • Put into effect a robust training plan which has brought about zero legal training outstanding and all department specific training fully completed. These actions supported the result of passing all trading standard and company measures for selling of age restricted products for a two year period.

I had a successful record of delivering operational KPIs through the management of up to 25 colleagues. It was essential to be proactive in managing stock levels, making key decisions about stock control. Ensured all promotions were run accurately and to the company standards whilst delivering excellent customer care at all times. Touring the sales floor regularly, talking to colleagues and customers and identifying or resolving urgent issues.Key achievements• Coached and developed five colleagues to Team leader level. I ensured all courses and workbooks were fully completed before their 12 week sign off. Allowing them to run the department and make decisions whilst delivering regular feedback and reviews of performance. • Seconded to open new non-food departments in 4 stores. I had to complete recruitment, training, merchandising and warehouse layout to a strict deadline. I achieved number one on the region, zone and top ten on the company for achieving sales % above target for Longwater, Thetford, Ely and Peterborough stores for their opening year cycle.• Achieved a management engagement score of over 85% (when surveyed by all department colleagues) in all stores I worked in. • Significantly reduced the volume of discontinued lines on the General Merchandise department at Peterborough from £45K to £10K by maximising selling space and negotiating with buyers to reduce the selling price.

I was accountable for the daily running of this high end fashion department, winning numerous awards in men’s fashion magazine. Providing and organising training and development. I dealt with staffing matters such as interviewing potential staff, conducting appraisals and performance reviews.

I was accountable for the daily running of this stand-alone sports/fashion store. Managing and motivating a team to increase sales and support efficiency. Ensuring all health and safety and security measures fully understood and adhered too.

Completed national trainee manager qualification then progressed to assistant manager level covering the entire sports floor. Delivered high levels of customer service expected from a prestigious company. Developed skills in merchandising and attention to detail to maintain the high levels of standards required.