https://www.jhoutback.com/

Managed, oversaw and influenced, over $800 million in revenue while directing the performance of 15 stores in the East Tennessee and NE Georgia market, $53M payroll budget, 15 direct reports (Store Managers), 5+ in-direct reports and 3,000 down line employees. Guided and led team to ensure proper implementation of work processes and strategic initiatives related to customer service, customer experience, store operations, merchandise assortment, presentation standards, employee relations, expense control, and new business opportunities. Led, coached, mentored, and engaged store teams in the achievement of sales growth, asset protection and shrink results while maintaining compliance and operating standards in alignment with safety and loss prevention initiatives.Key Impacts:◼District exceeded company comp sales growth 11 of 14 years◼Successfully executed programs across all 15 stores, including; product logistics, customer experience initiatives, talent development, engagement and omnichannel initiatives ◼Created safe working environments through effective reductions in General Liability claims and associate accidents on a consistent basis YoY◼Reduced complaints through conducting KPI analysis, process analysis, skip-level town halls and hands-on store visits, implementing corrective action and providing leadership which resulted in obtaining top 25% in Customer-Focused scores and many years in top 10%◼Earned District Manager of the Year (2010) and recognized for “Leadership in Crisis” by VP of asset protection and safety (2013)◼Selected to lead logistics team for 3 Houston districts to support the market for Hurricane Ike recovery

Managed, oversaw, and directed the performance of 9 stores in the Phoenix, Arizona district with $275M in total annual revenues, $32M payroll budget, 9 direct reports (Store Managers), 4+ in-direct reports and over 2,000 down line employees. Guided and led team to ensure proper implementation of work processes and strategic initiatives related to customer service, store operations, merchandise assortment, presentation standards, employee relations, expense control, and new business opportunities. Led, coached, mentored, and engaged store teams in the achievement of sales growth, asset protection and shrink results while maintaining compliance and operating standards in alignment with safety and loss prevention initiatives.Key Impacts:◼Reduced shrink through partnering with Loss Prevention team member that assured operational programs were being followed, consistent execution of audits, process improvement and coaching◼Reduced complaints through conducting KPI analysis, process analysis, skip-level town halls and hands-on store visits, implementing corrective action and providing leadership◼Assured safety compliance and in-store safety measures through delivery of a safety training program ◼Reduced accidents on a consistent basis YoY, delivering double-digit reduction (2005 – 2006)

Managed, oversaw, and directed the performance of 9 stores in the New Mexico and El Paso district with $300M in total annual revenues, $25M payroll budget, 9 direct reports (Store Managers), and 4+ in-direct reports. Guided and led team to ensure proper implementation of work processes and strategic initiatives related to customer service, store operations, merchandise assortment, presentation standards, employee relations, expense control, and new business opportunities. Led, coached, mentored, and engaged store teams in the achievement of sales growth, asset protection and shrink results while maintaining compliance and operating standards in alignment with safety and loss prevention initiatives.Key Impacts:◼Reduced shrink through partnering with Loss Prevention team member that assured operational programs were being followed, consistent execution of audits, process improvement and coaching◼Assured safety compliance and in-store safety measures through delivery of a safety training program ◼Reduced accidents on a consistent basis YoY, delivering double-digit reduction (2003 –2005)◼Reduced complaints through conducting KPI analysis, process analysis, skip-level town halls and hands-on store visits, implementing corrective action and providing leadership◼Improved average ticket metric and exceeded company comp sales growth 2 of 2 years by item level merchandising and engaging organization in understanding the values of revenue generating services ◼Awarded “Unsung Hero” for Store Manager of the year runner up (2003)