I process inbound freight and deliver it to our three locations in Grand Rapids, Okemos, and Ann Arbor MI

I helped Grand Open five locations in West Michigan while operating my own store in either Muskegon or the greater Grand Rapids area. During that time, I was able to train and enable 3 co-workers to be promoted to General Managers of their own stores, 2 more to Assistant GM roles, and a further 4 to Key holder positions. All three locations I oversaw finished in the Top 3 for sales volume, sales over last year (comp), and Customer Satisfaction Scores. My most recent posting was in Grandville MI where we have both met plan (YTD) and exceeded comp sales by over 8% while maintaining service scores above 90% for all of 2018.

I began my career by leading the Benton Harbor property to Above Target (AT) or Significantly Above Target (SAT) ratings in three of the four quarters for 2010. Customer Experience Scores were raised from a Regional low of 11.7% at the end of 2009 to a 2010 final score of 98.2, exceeding all district peer group stores in every quarter for 2010. After being promoted to the Portage property, a PONE renovated store, in 2011, we have achieved Significantly Above Target status by beating budget levels sales by 8.6% in the half of 2012 and have raised service scores from a district low 18.9% to our present 75.8%. I received the DeputEASE Award in 2011 for most outstanding Store Manager by my peers in the West Michigan district. Additional duties have included handling special projects and management coverage in Grand Rapids, Holland, and South Bend as well as training newly promoted assistant store managers and covering District level positions.

My final district included Northern Indiana and Southwest Michigan, encompassing eight stores with sales in excess of $40 million. Peak season responsibilities included overseeing 500 associates and management, but typical numbers averaged 300 associates, 18 managers, and 8 Directors. Policy oversight, cost controls, product flow, visual presentation, and staff development were primary responsibilities. Same store sales were up 13% over 2008 through second quarter reporting.Previous area of responsibility encompassed the greater Chicago area, from Chicago Ridge to Randhurst, Illinois.2007 “Round Table” award winner – three stores ranked in the top five nationally for comp sales or target sales increases.

Aside from daily operational duties, additional responsibilities included:Training - operated as a field training location for all incoming Managers, Directors, and District Managers for the Midwest and Eastern Regions.Store Opening Team Leader - in charge of hiring and training new staff and building and merchandising display fixtures at stores in Indianapolis and Pittsburgh. Site Inspector - travelled extensively scouting locations and meeting with mall ownership to report on feasibility of opening new stores.Reaction Team member - overseeing management training and service recovery at stores overwhelmed by higher than projected sales.Assisted with and directed scan inventories of stores in Michigan, Illinois, and Indiana.

Oversaw all operations (Front Desk, Sales, Housekeeping, Engineering, F&B) of the 84 room Grand Rapids Airport location for Welcome Management.

Opened all-suite property, including hiring and training of staff, overseeing final construction and ensuring final punch-list completion in 1999.Handled all oversight duties, including profit & loss statements, accounts payable and accounts receivable as well as authoring the 2000 Marketing Plan.Exceeded monthly goals for both occupancy and revenues in each of the first six months.

Increased bus tour market business from 13 to 52 coaches per year.Designed meeting and group contract forms and criteria, increasing both business and wedding group closing percentages to over 80%.Created and implemented training program for all front of house staff