Managing repair techs in multiple states. Development of new territories. Recruiting, hiring and training new techs. Coaching and mentoring current techs to better perform repairs and deliver customer service and experiences.,

Managed Asurion’s Wireless Remote Contractor Network within the Western United States Region, supporting 18 states, with approximately 70 markets. Combining to support 3900 repairs per month.• Conducted regular business reviews with clients to understand their needs, devise action plans, and obtain support.• Consistently met or exceeded established financial and growth markets and manage day to day responses for service repair needs.• Collaborated with internal Client Services team members and other internal cross-functional areas to identify growth opportunities and process improvements.• Recruited and built network of repair locations to cover needs of Asurion’s clients with protection plans.• Developed root cause analysis for critical KPI 1st time fix metric. • Coached team’s improvement of NPS and Tech Satisfaction score to team leading levels of 4.8 Stars out of 5 for techs.

• Direct supervision of 15 commissioned sales and systems designers. • Responsible for driving both the customer and employee experience. • Responsible for both recruiting and training store’s talent bench around new products, sales processes, system designs of complex Home Audio Video and Automation Systems. • I was accountable for monthly and quarterly goals of sales staff and Store.

• I was responsible for direct supervision of 10 store team members. • P&L responsibility, training Sales staff for both sales and collections processes. • Training Delivery teams for standard operating processes around proper delivery and install. • I was accountable for Customer Experience and resolution of Customer Service issues. • Store merchandising and inventory management. • Marketing to local communities and businesses was part of my day-to-day duties.

$800,000,000 in Annual lending in 14 states. TMX Finance is an alternative lending institution with over 1300 locations. TMX Finance seeks to provide financial products to people without access to traditional credit alternatives.• Directed and oversaw all operational and financial responsibility for multiple offices (10) including 20 – 30 employees. • Implementation daily audit processes for District compliance of all Texas Lending statutes as they apply to Title Lending. • Ensuring district met and or exceeded business metrics YOY. • Created and fostered a diverse leadership and talent bench to support future growth and positions opening within the company. Generated over $10.5 million in New Loans annually with an average of less than 2% monthly charge offs. • Analyzed gaps in multi-unit business trends to improve results within in the region for positive outcome.Training of General Managers, District Managers and Regional Managers also included in my responsibilities. Consistently met or exceeded YOY New Loan goal and growth metrics as well as managed backend process to ensure profitability Developed and sustained 3rd party relationships to include, Repo and auction centers Developed and trained a General Manager to achieve a position of District Manager

General Manager Responsible for all aspects of the store. P&L accountability, daily and Weekly labor budgeting for store traffic flow. Managing firearm receivables and sales to federally mandated standards. Managing product exposure standards to ensure minimal losses. Inspection of price changes and merchandising standards for both hard goods and soft lines. I am responsible for recruiting and staffing our talent bench to deliver the the best customer service and tasking productivity achievable. I am responsible for customer service mediation and achieving a high degree of customer satisfaction utilizing Dick’s Customer Satisfaction surveys. I am responsible for training and coaching sales techniques, problem resolution skills and Company initiatives. I am responsible for knowing and communicating what my competition is doing in my market area.

I was brought into Best Buy as a Sales Manager at the Denton location. I was sent to; after 6 months as the Sales Manager there to help establish business rhythms and execute daily Standard Operating Procedures. After approximately 3 months I was promoted to General Manager in Training. During this time I was also tasked with hiring and training of the new Magnolia Home Theater segment for the Grapevine Location. After 7 months I was offered the Denton location as its General Manager. Daily duties with all of these stores in my various capacities included coaching and training a sales staff of approximately 80 to 125 people. Budgeting labor hours to store customer traffic flows, inventory control, P&L accountability, customer service resolution, mediation of employee issues for the Company and internal. Training store team on various selling techniques to help drive sales of products and services. As the Manager of a Best buy store I am also responsible for the employee's experience in the store and overall employment experience satisfaction.

Initial recruiting and hiring for the first six stores in the Dallas/Ft. Worth market not including my current location. Managed merchandising of three stores with on time completions. Daily duties included managing the day to day activities of approximately fifty to eighty employees. I trained and coached commissioned sales people, both in product knowledge and sales techniques. Analyzed store level reports and created action plans from those reports. Oversaw customer service to insure client satisfaction with products and services we offered. Daily managing of sales goals. Controlling costs of day to day operations including over one point five million and dollars of inventory. Individual goal-setting with all personnel on a monthly basis with mid month follow-up. Insured store appearance and merchandising of all products. Involved in all employees counseling. Presenting consumer electronic solutions to our clients

Recruiting and hiring for second store in the Colorado Springs Market. Managed the merchandising of the store with a one week early completion. Daily duties were the same as above plus the responsibility of overseeing a regional warehouse and delivery site with over two million dollars of inventory. First year open, my team had finished at one hundred thirty six percent to annual goal. We also had one of the highest Customer Service Index ratings within a 10-store region. Supervised over eighty employees. Presenting consumer electronic solutions to our clients

Took over store with performance issues in Colorado Springs. Rebuilt store team and trained on basic presentation and team work skills. Store finished at over one hundred twenty percent of goal for the year. Duties were the same as previously mentioned stores.

Promoted to General Manager of already established store in the Denver Market. First full year of managing store it finished one hundred eleven percent to goal. Store the previous year was flat against comp numbers. During the first three months I ran a second smaller store concurrently with my primary store, while a manager was found for it. Daily sales, product training and client satisfaction were the primary focus at this store. Merchandising was also a challenge, as this was an older format store. Duties were the same as previously mentioned stores.

Duties included running five other dept. managers and daily operations in a new market during General Managers absents. Selling was my primary responsibility. Average sales during this period of time were sixty five to seventy five thousand dollars per month. I was responsible for daily trainings, goal-setting, inventory control and store merchandising. During this period of time I learned how to manage a large format store (over 100 employees

Duties were primarily selling of consumer electronics and services and merchandising my specific area of responsibility. I was always in the top twenty of the company. I was promoted to Assistant manager after eight months. Continually trained on selling techniques and product knowledge

Day to day operations of an eighty seat restaurant/Catering Co. and full service bakery. I had to calculate food, labor and supply cost associated with a retail restaurant. I was responsible for Payroll, payroll taxes and benefits. Interacting with various government agencies and regulators regarding the food industry. Negotiating vendor deals on supplies and foodstuff. First year, catering revenues went from fifty thousand to over three hundred thousand dollars. Increased wholesale bakery sales by forty percent.