Nominated Deputy Manager for a store with a turnover of £18m with 150 employees. Directly responsible for 3 floors which consist of home, kids, lingerie, ladies including 7 concessions plus click and collect, travel money, loss prevention, business support, stock movement, fulfillment, and maintenance inspiring, motivating and developing 60 employees and 6 Supervisors.

Managing a store with a £1.5m turnover winning store of the year, +26% LFL growth in the first full trading year. Supported Area Manager with other stores including merchandising, stocktakes, hr issues and covered in their absence.

Managing stores of £6.2m turnover with 60 employees including 3 team leaders and loss prevention. Responsible for sales, payroll, audits including health and safety and stock loss. Covered as the store manager for 6 months whilst the store manager was seconded to Sheffield city center store.

Recruited into the role from a previous Area Manager from Matalan. After 6 weeks of being at Newark was asked to support a newly relocated Lincoln store which I managed all departments throughout my time.

Working for a small business that had a £1m turnover which operated from 2 factories producing rock and hard boiled sweets. Had 20 employees from part-time through to full-time sales reps. I delivered growth by moving business away from van sales and orders being delivered direct and implemented new product ranges into pre-pack bag sweets. Recruited and set up another factory in Caistor to increase product production and able to produce a more varied product range.

Headhunted by Matalan to lead the team on ladieswear to deliver KPIs in sales, payroll, availability of products, health, and safety. The store had a new concept shop fit which we received great feedback from head office. Left due to taking voluntary redundancy.

Various StoresManaging different Arcadia brands including Dorothy Perkins and Burton stores during a successfulsix year period. Highest turnover store of £2.4m with a team of 25 sales advisors, supervisors anddeputy managers. Also during this time I was a cluster manager for which I was responsible for 6stores which included sales performance, cost control, merchandising and store account cardrecruitment targets being achieved. During my time with Arcadia I was regularly promoted to morechallenging stores and was often given stores with poor figures both on sales and store cardrecruitment figures. I achieved a branch record in stores for account card recruitment by trainingand motivating the sales team. My highlight sales performance came when I turned a DorothyPerkins/Evans joint site into a Dorothy Perkins single site and took the Dorothy Perkins store from£900k to £1.8m turnover on only an extra 30% space. This proved to be the best store of its kindwithin the Company during this refit programme.

A fast track programme for A Level candidates to make the step into retail Management duringwhich I attended company run training courses on topics such as Time & Man Management as wellas learning from some of the best Managers in the Arcadia Group. I also managed all the differentbrands Arcadia had such as Topshop & Burtons during this year. This was an invaluable year oftraining and development to set up an exciting career within Retail.