Steve L. Email & Phone Number

Ontario, Canada

Run day to day regional operations with District Managers in regionReview and analyze the current membership status of the region against annual goalsAssess staffing levels, establish and manage staffing levels for the regionParticipate in the development of programs to enhance membership revenue growthMotivate and provide strong leadership to District Managers through performance management techniques such as goal setting and ongoing coaching, guidance, and monitoring productivity Coordinate recruiting, selection, initial training and ongoing training of District ManagersProvide management and leadership to new and existing District Managers to ensure they achievemembership/revenue targets and adherence to CFIB standardsProvide coaching and development to District Managers to build their leadership skillsApprove and manage expenses within the division to meet budgetMonitor the effectiveness of the region by maintaining weekly tracking of resultsEnsure that each territory is structured to give the best results for the region and District ManagersWork closely with Regional Legislative staff and Business Resources CounsellorsPrepare and review sales reports and analysis of sales trends and projections, including bonus and awardsManage Regional contests as deemed appropriatePlan and manage the Annual Regional Meeting, quarterly meetings and training sessions

Ontario, Canada

Recruited to this growing auto recycling company by the HR team to lead a region that grew from 2 to 6 locations within a year in Northern and Southwestern Ontario. Oversee every aspect of a business that includes both retail stores and d-pollution shop bays that remove fluids, batteries, etc. from vehicles. Accountable for sales & profit results, equipment (loaders, car crushers, forklifts), workplace safety, customer satisfaction, new branch openings, and much more. Lead a team of 75, including 20 managers. Brought organizational structure, systems, accountability, and a retail mindset to a company faced with rapid growthImproved all key categories including tire sales (+42%), vehicle sales (+18%), and the overall average sale (+17%)Positioned the region to achieve 115% of the 2022 sales budget after finishing at 104% in 2021Significantly improved the overall customer experience – increased the number of Google Reviews by 35% in 2022Drove Google Review scores from 4.2 to 4.8 out of 5 (96%) – highest in the company (5 regions)Established very high standards for quality and service – lowered returns by 12%Maximized efficiency and profitability in all areas of the business – increased EBITDA by 18% (2021) and 22% (2022)Instituted strict payroll controls – recorded the lowest overtime in the company each yearRecruited and hired 4 new managers externally; developed and promoted 4 other managers internallyOpened 3 new locations, relocated 1, and renovated 1 – directed every project from planning through to completionWorked closely with corporate partners and contractors and met all project timelines and budgetsLed the top 3 grand openings (Hamilton, London, St. Catherine's) and top re-opening (Sudbury) in company historyCreated and launched a new apparel product line that rolled out to every location company-wideSelected to oversee every branch in ON for 5 months during a leadership vacancy – trained a new regional manager

Ontario, Canada

Regional Manager of 10 retail locations in Southern Ontario, Promoted to a multi-unit role after just 16 months as a store manager. Took over a large geographical territory that was struggling in nearly every area and turned it completely around (these stores were previously franchised before reverting to corporate control). Oversaw 5-10 stores and up to 100 employees with full accountability for every aspect of the business.Ranked in the top 25 in the entire company (130 regions) on the overall performance scorecard for 2 straight yearsRanked in the top 3 in the entire company for overall results during the 4th quarter of 2017Exceeded the sales plan every year before COVID by up to 445% with year-over-year revenue growth of up to 661%Recognized as the top-performing region in the entire company during a major sales event in 2019Ranked 1st in all of Canada (5 regions) for profit improvement for 3 consecutive years – improved 12-24% each yearConsistently averaged 92-95% on mystery shops, operational audits, and visual merchandising auditsEarned multiple awards for exceptional sales growth and merchandising executionSignificantly improved the culture – increased employee satisfaction scores from 62% to 84% (top 2 in Canada)Recruited and hired 5 new managers externally; developed and promoted 5 more internallyRemodeled 5 stores as a project manager – worked closely with real estate contractors and met all timelines/budgetsHand-picked to train/mentor new leaders and participate in monthly strategic planning sessions with the VPStore Manager; Recruited to Aaron’s by the VP to rebuild a 12,000 square foot, consistently under performing franchise store. Improved every aspect of the business including sales, customer satisfaction, customer retention, collections, and more. Led a team of 10.Exceeded all expectations – increased revenue 220% over plan in 2015, finishing the year at 122% of the sales plan

Flagship General Manager (St. Catherine's) Aug 2011 – Aug 2014Recruited to take over a high-profile St. Catherine's store that was in severe decline and turned it around. Led a team of 200 in a 194,000 square foot building (3 floors). Promoted in 2012 to Hamilton store with a growing union presence after initially managing in St. Catherine's ($25M: highest in the region). Grew top-line sales by 10% per year – ranked in the top 3 in the region and top 10 in the company for comp growth Exceeded all expectations – surpassed the sales plan each year by an average of 15%Drove key categories to unexpected heights, including women’s fashions (140%) and major appliances (134%)Ranked 1st in the entire country for comp sales in women’s intimate apparel (117%)Lifted top beauty brands Lancôme and Elizabeth Arden to 1st in the region and 2nd in the entire country respectivelyIncreased profit 13% in 2012/2013 and 21% in Q1 2014 – ranked in the top 2 in Ontario (25 stores)Ranked 1st in the region for protection plan sales (31.5%) and customer credit acquisition – 2 critical profit driversDrove employee satisfaction scores to 78% in a declining company – highest in the regionDeveloped and promoted approximately 15 top performers to leadership and management positionsConsistently awarded 90-100% on operational, loss prevention, visual merchandising, and safety auditsWon several company-wide awards for outstanding sales, visits, event ticket sales, and more (out of 150 locations)Rated as “consistently exceeds expectations” on performance reviews (highest level)

Greater Hamilton (Burlington) Metropolitan Area

Multi-Unit Manager (GTA) Aug 2006 – Aug 2011Promoted in 2006 to oversee every aspect of 4 newly acquired United Furniture stores (up to 30,000 square feet each) after 7 years of progressive experience in The Brick division. Led a team of 25, including 8 managers. Reported directly to the VP.Took over 4 stores with negative EBITDA – delivered a profit in every location by the end of 2006 (+14%)Drove the combined annual sales volume to $10M with consistent year-over-year sales & profit increases of 10-20%Improved all KPIs including furniture add-ons, warranty attachments, and payment protection penetrationStrengthened inventory controls and reduced shrink by an average of 12%Created many new tools, systems, and operational processes, including training programs and KPI tracking systemsRecruited approximately 25 managers and supervisors externally; developed and promoted 10 more internally

Run day to day operations of a $17,000,000 retail location with focus on exceeding all KPI's target’s while reducing shrink by 6%. Focus on driving credit sales penetration, increase closing ratio, average sales and return on customer. Hiring and Training and development of sales management staff and sales team.Health and Safety compliance implemented as required. Managed union locations and am fully versed in collective agreements and bargaining as well as All labor laws and ESA.

Stoney Creek , Ancaster

Appliance sales, customer service,Merchandising and detailingCustomer file follow up Assisting on cash as neededTraining new associatesAssisting manager with MIT duties

Welland

B2B sales, Door to Door cold calling, Sold Cleaning agent to businesses throughout Ontario and Quebec. Hired, trained and managed sales crew. Control of all logistics and warehousing, HR and All financial accounting. Operational planning and zone execution. Responsible for all customer service concerns.