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Upon the acquisition of Honey Farms in 2017, my title changed, and my teams and I transitioned operations to new leadership and ownership. I found that to be successful, cross-functional communication was critical as was training and education. I managed up to a dozen store managers with up to 150 employees. The functional areas that I oversaw included customer service, operations, talent recruitment and development, operations, P&L, marketing, merchandising, HR, IT, and loss prevention.➡ Played a critical role in guiding the territory through transitions including acquisitions, divestitures, and corporate leadership changes:★ Helped integrate teams and operations from newly acquired stores in New England★ Grew sales and improved other key performance indicators (KPI) such as bad merchandise and audit adjustments.★ Groomed managerial talent for promotions and upgraded the hiring and development of new hires.★ Avoided margin erosion and profit losses by initiating closure and divestiture of underperforming stores.★ Pioneered initiatives to build and strengthen customer loyalty.★ Ranked as a top performer in grand opening readiness for new stores.

Promoted to focus on improving store performance in key areas including customer services, recruitment, operational effectiveness, store management, P&L, marketing, merchandising, loss prevention and IT. Prepared district for planned acquisition by Global Partners.➡ Transformed a failing district within a year; grew sales and profits to staggering levels by addressing staffing, stock, store, and customer service issues. ★ Earned multiple awards for improving KPIs in many areas including team performance.

Upon hire, tapped to address personnel issues at 1 of the top 3 volume stores, which I resolved in 7 months while increasing sales. I was then transferred to another location which was on the verge of closing due to several problems including stagnant sales and sustained profit losses. In addition to hiring, training, managing, and maintaining a team of 8, I also held accountability for payroll and achieving corporate performance targets. Concurrently since 2014, I served as Co-chair, Management Advisory Committee. In this role, I, along with the President and other managers, addressed a variety of issues impacting our stores. These ranged from ideas for future growth, improving current operations and competitiveness of stores, reviewing P&L, staffing and long- and short-term strategic planning.➡ In less than 3 years reversed talent, financial, and operational performance in a store that was previously failing:★ Lifted sales by 5% a year, while the company average was below zero.★ Reinvigorated merchandise displays that moved product and fit the convenience store concept; added to sales and store traffic.★ Added a new feature for quick, hot to-go foods that appealed to new and existing customers, further increasing sales.★ Created and implemented a new customer loyalty program that was rolled out company-wide due to its success.★ Strengthened Honey Farm brand unity through employee uniforms with company logo.

I worked my way up to this role, having been hired as a cashier and progressing through positions of increasing responsibility. Managed inventory, focused on merchandise displays, ensuring they were appealing and following seasonal and consumer interest trends, and located in highly visible, well trafficked locations. ➡ Played an important role in helping the store achieve high rankings in a specific merchandise category.➡ Catapulted department sales by 562% over 60 months through merchandising expertise.

Supported overall store operations: assisted customers, operated cash registers, control of inventory, and maintenance of store displays