Reginald Johnson Email & Phone Number

Deerfield, Il, Us

Deerfield, Il, Us

♦ Promoted to revitalize lowest-ranking district in the region. In dual role, manage both front-end (FE) and pharmacy operations while turning around sales, volume, and shrink by rolling out sales programs, process improvements, and employee engagement and development initiatives. ♦ Engineered 5.9% increase in total district sales by slashing book inventory and powering 4% upturn in RX prescriptions— critical to offsetting FE sales decline due to online competition. – Sparked 2.4% growth in FE sales per customer; reduced district book inventory $500K in 9 months; added 5K+ in script volume for each of 8 stores; and situated district for quick profit growth—$2K / month—by guiding stores to lead in medication therapy management completions (Jan 2017) and sales (Feb 2017)—first time in region. ♦ Repositioned district as #1 in YOY shrink improvement, cutting $332K in yearly shrink and overcoming reputation as district with one of the highest company wide shrink rates.♦ Achieved one of the highest employee retention rates in region and boosted customer service scores ranging from low of 61.9% up to 79.6% for the first time in decades by changing store cultures. ♦ Triggered $75K+ decrease in claims by improving RX quality and minimizing prescription errors (e.g., 65% average error rate in script directions); introduced Monthly Quality Checklists—adopted by regional director as new standard in quality improvement.

Deerfield, Il, Us

♦ Consistently increased sales, customer service, pharmacy volume, and both employee and community engagement while minimizing shrink, rejuvenating teams at 3 underperforming stores, and developing high performers for promotion. ♦ Store 1, Mar 2012-Nov 2013: Met perceived “impossible” challenge to turn around 3 years of unprofitability—result unachievable by predecessor. Managed up to $13M+ / yr in P&L, 10 direct reports, and 60-member teams. Took on critical role as right-hand support to DM, driving district-wide improvement programs. ♦ Beat each fiscal-year target by >10%: increased sales 9% vs. prior year, trimmed book inventory from >20 days of supply (DOS) to <14, and lowered shrink lever to 5% ($7K / year)— reversing long history of $60K / year in inventory losses—while fixing employee engagement and store cleanliness issues. ♦ Transitioned store from last place (28) to #1 in suggestive selling for 7 straight months.♦ Spiked profit $23K+ and positioned store as #3 out of 28 district stores for meeting flu immunization numbers, far surpassing goal of 325 to protect 922 lives. Situated pharmacy to receive 91% delight score—highest in district for 2013. ♦ Store 2, Nov 2013-May 2015: Cut book inventory from $1.3M to $375K and shrink by 1.5% at top 24 store in district. Realized 6% decrease in direct expense vs. previous year as well as top 4.79 engagement score for 2014. Rallied team to land store as #1 in the nation during month-long battery sales contest, beating 8,000+ locations to add $14.5K in sales / month. ♦ Store 3, May 2015-May 2016: Promoted to Tier 5 flagship store (highest-volume store in district). Met goal to propel sales per year to >$13M and average scripts per day to 650 (overachieving target of 501) while fueling 10% efficiency upturn for “90-Day at Retail” Program (i.e., 90-day prescription option for customers) and 14% decline in quality mistakes.

Deerfield, Il, Us

♦ Initially recruited as Assistant Store Manager (ASM) and quickly moved to higher-volume, 24-hour store. As only ASM to obtain rigorous Pharmacy Certification in district—in record 6 months—outperformed senior peers to obtain EXA promotion and transfer to top 24 store. Optimized up to $5M budgets and 35-member teams. ♦ As EXA, slashed high inventory levels from $475K to ~$385K with stocking and warehouse strategies. Cut $100K from book inventory during first 90 days. ♦ Prompted 4% sales increase by introducing suggestive sell program, sales tracking, and point of sale (POS) merchandising

Us

#2 window company in region, outcompeting regional Pella and Andersen branches in customer service and efficiency Recruited directly out of college and earned rapid promotion to senior-level role within 4 years. As youngest senior superintendent in company, managed up to 75 employees (14 direct reports) and $1M-$5M budgets. § Sparked dramatic profit surge by creating new efficiency process that enabled up to 30% faster window installations with less labor costs. Efficiency strategy rapidly adopted across region. § Maximized performance of superintendents by creating 6-week, performance-boosting training program for new recruits.