Direct responsibility to ensure all assigned locations are delivering excellence in Customer Experience, drive operational vigor and meet their business goals. Create an environment where managers and associates feel valued, can grow and function as a team. Achieve all business objectives including sales, operations, performance reviews,customer and client experience. Proactively creates strategies for underperforming stores Manage and coach all Store Managers to ensure that… Show more Direct responsibility to ensure all assigned locations are delivering excellence in Customer Experience, drive operational vigor and meet their business goals. Create an environment where managers and associates feel valued, can grow and function as a team. Achieve all business objectives including sales, operations, performance reviews,customer and client experience. Proactively creates strategies for underperforming stores Manage and coach all Store Managers to ensure that career development and succession planning is in place Successfully manage the completion of day-to-day operational activities including field visits, analytical reporting, communication, payroll, performance management and HR related activities. Show less

Drive large cross functional projects with Core Store Operations that focus on adding value to the bottom line and enhancing the customer service experience.  Driving operational consistency throughout district measured by the Regional Operational Performance Review. Maintained a district average score of 90%+. Driving on hand integrity through OOS Reporting and increasing in stock from a 92% to a 98% in stock rate. Training and developing associates on the importance of managing… Show more Drive large cross functional projects with Core Store Operations that focus on adding value to the bottom line and enhancing the customer service experience.  Driving operational consistency throughout district measured by the Regional Operational Performance Review. Maintained a district average score of 90%+. Driving on hand integrity through OOS Reporting and increasing in stock from a 92% to a 98% in stock rate. Training and developing associates on the importance of managing on hand integrity. Pack down performance through our “Scanned OOS” and “Packdown Opportunities” changed from a store average of 500 down to 250. This was achieved by conducting reviews with the SM’s and their respective packdown teams on packdown productivity. Overall customer survey on “In Stock, Found and Bought” increased to 98% based on raising the bar on In stock, On hand Integrity and Pack Down Performance. Created district peer position for responsibilities in both operations and merchandising. Utilized top performing associates in district promoted to District Peer status, conducted teaching and training for the role. Peer network developed to support and drive district initiatives, help in facilitating training, and help drive consistency throughout district. Shrink performance, reduced district average of 1.7% shrink to district average of 0.8% shrink (approx. $4,000,000 million impacts to P&L). This was achieved by implementing peer network in district and achieving operational vigor and merchandising excellence  Provided ongoing coaching and training to associates and administering corrective action plans to the business owners (Store managers and Assistant Store Managers) based on standard operating procedures (SOP) Conducted follow up review with business owners to ensure corrective actions have taken place and SOP is administered or administering accountability action. Direct P&L responsibility for the following lines; Sales, Shrink, Inventory and Turns Show less

Responsible for the execution of Core Asset Protection Programs, Merchandising and Operational Excellence. Created a district wide shrink prevention program which include departmental shrink plans to mitigate loss through internal / external theft and operational averted loss. Teach, coached and trained store teams to effectively handle opportunities and monitor corrective action. Central Toronto District Shrink performance was 2.2% to which was brought down to a 0.9% shrink. (approx… Show more Responsible for the execution of Core Asset Protection Programs, Merchandising and Operational Excellence. Created a district wide shrink prevention program which include departmental shrink plans to mitigate loss through internal / external theft and operational averted loss. Teach, coached and trained store teams to effectively handle opportunities and monitor corrective action. Central Toronto District Shrink performance was 2.2% to which was brought down to a 0.9% shrink. (approx $7,000,000 million to bottom line) Provided insight to senior leadership on district shrink performance, 80% shrink loss was due to operational performance. Worked with HR, Store Operations, Store Managers, associates and created daily routine checklists for all operational departments to mitigate operational adverted losses. Through success, program was adopted divisionally for all stores.  Conducted internal theft investigations as needed in partnership with Human Resources. Wicklander Zulawski certified. Write offs and store use were the biggest opportunities noted in district. Provided direction to Store Managers to have mandated training for all new hires and all associates on write off procedures and store use procedures. District average as a percent for both were 0.7%, after training district average maintained 1.4%. Ability to teach, coach and train Store Mangers to drive change and execute process improvements. Conducted Asset Protection performance reviews with the Store Managers; district maintained an average of 90%+ average on compliance reviews.  Direct P&L responsibility for the following lines, Store Shrink, Write Offs, Store Use, Inventory Show less

Managed the inventory taking process and developed effective audit programs and communicated the value of audit functions to the organization. Responsible for the stores preparation and execution of physical inventories in the Canadian Division. Completed RFP contracts with external partners for physical inventory counts. Created Inventory Critical Binder for stores to effectively prepare for a physical inventory. Step by step guide instructing the Store manager down to the floor… Show more Managed the inventory taking process and developed effective audit programs and communicated the value of audit functions to the organization. Responsible for the stores preparation and execution of physical inventories in the Canadian Division. Completed RFP contracts with external partners for physical inventory counts. Created Inventory Critical Binder for stores to effectively prepare for a physical inventory. Step by step guide instructing the Store manager down to the floor associates and events leading up to physical inventory day. Program was adapted to the entire enterprise. Created Post Inventory binder to review losses, generate reporting, how to investigate losses and put process in place to avoid further loss. Program was adopted enterprise wide. Program included departmental shrink plans by SKU, reversal on shrink reporting, proper accounting methods and associate training materials. Developed audit programs and conducted store level audits, including; In store and inventory, scheduling to service levels, operations performance and merchandising integrity. Results were presented in power point to divisional, regional and store teams with follow up action plans. Point of contact for stores and head office to resource for information regarding operations, accounting, merchandising and SOP. Show less