Shade Eley Email & Phone Number

Perth, Western Australia, Australia

Australia

Perth, Western Australia, Australia

WA/SA/NT

Perth, Australia

Perth, Australia

Perth, Australia

Reports to the Regional Manager and is responsible for the development of the storemanagement teams and their succession planning, performance management and training anddevelopment.- Managing a team of 16 Store Managers—including 1Move store turning over an average of $ 3 million in sales per store.- Completing monthly / half yearly / yearly performance reviews on Store Managers.- Managing and delivering on the proposed budgeted sales and KPI’s, while controlling expensesincluding wages.- Driving cultural change and implementing new turn around initiatives throughout divestment andpreparing the business to float—which included new systems, new merchandising guidelines andnew sales training to be implemented over 12 months.- All aspects of performance management including conducting written warnings and terminations- All aspects of recruitment including induction and training of new Store Managers, grouprecruitment and group training sessions for new store openings—including opening David Jonesand Move stores.- Managing regional locations effectively with limited travel.- Analysing Sales and KPI data to identify and impact categories which are down on trend or LY and formulating an action plan to turn around quickly.

Brisbane, Australia

Reports to the Regional Manager and is responsible for the development of the storemanagement teams and their succession planning, performance management and training anddevelopment.- Managing a team of 25 Store Managers—the largest in Australia and New Zealand—including 2Move stores and 4 David Jones sites turning over an average of $ 3 million in sales per store.- Completing monthly / half yearly / yearly performance reviews on Store Managers.- Managing and delivering on the proposed budgeted sales and KPI’s, while controlling expensesincluding wages.- Driving cultural change and implementing new turn around initiatives throughout divestment andpreparing the business to float—which included new systems, new merchandising guidelines andnew sales training to be implemented over 12 months.- All aspects of performance management including conducting written warnings and terminations- All aspects of recruitment including induction and training of new Store Managers, grouprecruitment and group training sessions for new store openings—including opening David Jonesand Move stores.- Managing regional locations effectively with limited travel.- Analysing Sales and KPI data to identify and impact categories which are down on trend or LY and formulating an action plan to turn around quickly.

Queensland, Australia

Reporting to National Loss Prevention Manager I was responsible for 80 Dick Smith stores acrossQueensland—approx. $235m sales annually.- Responsible for delivering a shrink reduction on the previous year and developing andimplementing any national directives.- Investigating any Cash or Stock discrepancies and implementing preventative measures.- Conducting Interviews and submitting recommendations to HR on breach of policies andsuggested outcomes. At times also conducting the termination session.- Focusing on preventing the cause of loss— driving staff awareness through training sessions andopening communication lines with all employees across the state.- Conducting Audits twice yearly on the ‘Top 20’ loss stores from the previous year.- Liaising with Police and other Loss Prevention Managers from other retailers across QLD oninitiatives to identify offenders and latest prevention measures.- Analysing data to identify fraudulent activity—refund fraud, cash discrepancies etc.

Brisbane, Australia

Reporting to Area Manager overseeing a team of 8-15 team members and an Assistant Manager.I ran Logan Hyperdome, Browns Plains and Brisbane CBD Flagship store—which had 2 AssistantManagers.- Deliver Sales and KPI’s in line with business direction, including controllable expenses includingwages.- Maintain strong promotional execution and store standards daily.- Coach and performance manage team members for success—including weekly and monthlydocumented performance discussions.- Implement sales training model which is current- Freedmans / Moments of truth / 6 Steps ofselling.

Sylvia Park - Auckland Nz

Reporting to Store Manager—I over saw 30 team members with 1 supervisor. The overall storedid $1.2m per week with grocery contributing to $300k of that. It was a brand new format andthe first of its kind in the southern hemisphere.- Staff recruitment and training for the new store setup.- Controlling financials—including managing wage spend and write offs.- Executing promotions weekly.- Planning and running a stocktake.- Developed new processes and procedures for the way we managed and ran grocery includinghow planograms are rolled out and delivered to the department.- Liaising heavily with supply chain, replenishment and space planning developing better initiativeseach week.- Liaised with buyers discussing competitor activities, promotional planning and stock levels

Westgate - Auckland Nz

Reporting to the Store Manager—– I was in control of Furniture, Hardware, Toys, Sporting,Stationery, Craft, Giftware, Manchester and House wares. I also was tasked with managing thesell through of clearance items for the store.- Staff recruitment and training out company initiatives around customer service andmerchandising.- Controlling financials—including managing wage spend and write offs.- Executing promotions weekly.- Planning and running a stocktake.- Conducting half yearly and yearly reviews with team members.

Papakura - Auckland Nz