Overall accountability for 3-6 stores and the teams within them. Recruiting, developing and managing the performance of each team member to improve and help further their careers. Driving each store to attain business objectives, budget planning, profit & loss analysis of each store within my cluster.Reporting results and ideas to my line manager, as well as liaising with department leads such as operations and loss prevention. Leading teams of 5-15 people and aiming for a "one team" culture between my stores.- Cost controls of each store, managing remotely if located in a different store- Full responsibility of KPI performance- Performance management of the teams from store manager level down to sales assistants- P&L analysis to propose changes leading to reduced costs and improved sales & margin- Support to the wider area, supporting area managers while they are on annual leave- Championing loss prevention for the area due to my knowledge and experience of policies and procedures- Leading and supporting store relocations, being given a checklist of all tasks needed and organising these into different priority orders, building a team to help deliver this checklist and delegating tasks appropriately. Also, effectively solving any problems that we come across during these relocations in a timely manner to ensure deadlines are met. - Ultimately championing customer service and professionalism and breeding this culture within my teams in each store creating that “one team” mentality between different stores.As a new role in the business the job description was ever-evolving, meaning a high need for adapting to change.

I took the leadership role in three stores before moving into multi-site management.Taking full responsibility for a store also meant speaking to the more senior management within the business. Some of the added skills needed and enhanced during this role include:- Team recruitment and development- Store maintenance such as identifying any H&S issues etc. and raising to the correct department- P&L management- Maximising profitability while keeping in line with business merchandising planograms- Health & Safety and wellbeing managementI first started identifying the strengths within each member of my team to focus heavily on the profitable areas of the business. Creating champion roles to develop everyone while still increasing sales. The store then quickly climbed our company scorecard matrix and finished my first full year as manager 2nd in the business across 280 stores.Moving into multi-site management which included a sales top-20 in the business, ultimately responsibilities were the same over both stores.Team development was, as always, key as I was no longer in one store for a full week at a time. Time management and communication were also very important to ensure that each store was set up well for the times I wasn't there.

Taking the Senior Sales experience into account and learning Game on an operational level, I became comfortable in the role very quickly. Initially the focus was on running a successful Christmas peak period with, initially, a temporary Store Manager and learning the new responsibilities that came with the role.On top of coaching and developing the team already there, I was also tasked with browsing CV's for our seasonal team members and isolate potential interview candidates.Helping to hire a successful peak team, almost all of which were kept on permanently, many personal successes were gained in this store. With the help of the new permanent Store Manager, we were able to fully develop the team.Early on in this position, I took on a Loss Prevention champion role within the whole region, sending out policy updates and best practices for this area which helped the teams immensely. The business conducted yearly audits on profit and loss areas, health and safety, shrinkage and other key areas to ensure stores are compliant to our policies. My support for the region ensuring any policy updates were communicated in a clear, easy to understand language, helped many stores increase their audit score.

My career with Game started as a seasonal team member, helping the store out at their peak sales period over November 2013 to January 2014 to guide customers on their gaming journey. This involved generally talking to customers about what they were looking for, tidying the shop floor and putting back display cases, as well as a small amount of till training.The following June I applied for an advertised role for a senior sales assistant at the same store. Due to my previous couple of months service and previous management experience, I was given the role.The senior sales role took the basics learned from the temporary role and gave the responsibility of managing the teams KPI's and coaching them to improve.There was already a very strong team in place in the store who were very welcoming to someone new. Some months after joining there was a shuffle around in the management and some other changes that ended with us having no manager or deputy manager, so one of the neighbouring stores helped us direct the store.However this gave me a great opportunity to prove myself, and once we had a new manager in place at the end of October, I was confidently put into a deputy manager role.

Gaining this role involved spending multiple days at McDonald's head office to go through relevant training, which gained me some official qualifications in the process.The additional duties included organising the shift plan for who will be on which station and when breaks will be, managing any customer issues and generally just organising the staff and maintaining team morale while on shift.Once I had settled into the basics of the role, I quickly wanted more involvement to support the overall managing of the branch. I was given the planned daily maintenance system to look after, which involved calibration and deep cleaning of all equipment within the store. Each month, I would delegate each piece of equipment to a different manager to check temperatures of cooking equipment or calibrate dispense measurements (for drinks towers etc.) and then seek feedback from everyone on the process. Although the calibration was set in place by the company, the feedback helped me to learn the process for each piece of equipment so I could be more help to future management. The biggest piece of feedback was the organisation of the instructions for each machine.Each instruction was a laminated page or set of pages that were grouped in one box file. I organised these and put them into a lever arch folder instead which made training new employees on calibration a lot easier. This even let me train the crew trainers how to calibrate and deep clean some of the more simple pieces of equipment which helped the dynamic of the team and help those wanting to develop in their roles to be more included.I left this role to concentrate on my final year of university studies, but the skills learned from this role are invaluable.

My key responsibilities here were to ensure the highest possible customer service and quality of food when presenting to the customer. Within the first year of working I had proved I was ready for the next step by starting to lead by example and train new starters in the different areas of the store. Within the crew trainer role I was given the added responsibility of completing Station Observation Checklists (SOC's) that were essentially knowledge checkers of each station. These were designed to quiz people on topics such as how long should it be between taking a customers order and the food being served, cook times for certain products, or the products used and time between cleaning stations down.During this role I proactively created a new organisation system for the team of Crew Trainers to use and make this easier for the managers to verify. Originally these were all put into a single SOC folder, so I organised with the business manager to get separate files for each crew trainer, that were tabbed for each area of the store (separated into quality, service and cleanliness that were the three main areas of focus for the business). These became incredibly useful for us as a team, for both organising which SOC's had been completed on each staff member, but it also helped tremendously when it came to the performance reviews for crew trainers, helping myself and three of the other crew trainers to be recommended for the shift management training programme at McDonald's Head Office.