Sam S. Email & Phone Number

San Antonio, Tx, Us

Texas, United States

San Antonio, Texas, Us

Full P&L Responsibility.Rebranded Retail Stores to a customer centric layout that was merchandised to a much higher new standard. This included product assortment, margin analysis, liquidation of non-performing aged inventory and collaborated with the purchasing team to create a core assortment.Developed new organizational structure, balanced talent, created a succession plan.Created a new annual incentive for the Retail Team.

Bentonville, Arkansas, Us

Provided leadership and ownership in a market of high exposure Super Wal-Marts market generating $1.2 billion in annual sales. Initiate and direct change initiatives, addressing sales performance, operations, controllable expenses, store standards, and customer service. Utilize root cause analysis in store deficient areas requiring improvement in store operations, provide solutions, and coach teams to improve operational performance. Mentor teams to upgrade customer experience. Utilize talent assessments, succession planning and process re-engineering.

Parsippany, New Jersey, Us

Spearheaded the leadership of 15 districts and 190 stores across multiple states, generating more than $1.4 billion in annual sales; headed build out of seven new stores while overseeing the reimaging of several existing stores. Helped staff navigate new procedures and adopt best practices that improved efficiency and productivity while positively impacting financial results. Collaborated with District and Store Managers on succession planning and team development to build a talent pipeline. • Created a single shift process to streamline the delivery and unloading processes. Saw sales increases of approximately 5%, or $40,000 annually; Associate morale (as measured by Associate Engagement Survey) increased by 7%; turnover was reduced by 19%; and customer service scores increased from 78% to 84%.

Parsippany, New Jersey, Us

Championed the leadership of six districts comprised of 75 stores across seven states, with a total of $700 million in annual sales. Performed talent assessments, upgraded personnel, trained peers on processes, and implemented a strategy of People, Processes and Presentation. Owned full P&L oversight while driving improvements in productivity, store standards, customer service, and revenue. Worked with District Managers to cut spending, generate new business, and optimize bottom-line results. • Named District Manager of the Year in 2002, 2004, and 2008, ranking first in operational excellence, service and KPIs; contributed to an increase in sales and revenue. • Formed an "In-Stock Best Practices" program to accelerate team growth and generate increased sales; the program was later adopted and rolled out nationally. • Initiated a Flex-to-Fill strategy using the outs with neighboring products. That increased sales to 4% YOY relevant stores with customer service scores improving by 6%; nationally, experienced a 2% sales increase and customer service improved by 2%.• Mentored 12 store managers and positioned them for promotions to District Manager and Regional Directors.