Managing the retail sports shop and ensuring deadlines are met for the print and embroidery sector of the business

SalesStaff management & TrainingMerchandisingStaff appraisals & disciplinarysAdmin

Manager The Paul Costelloe and Baumler Concession in the House of Fraser

Managing a team of 40 staffStock replenishmentSalesTill lifts ( turnover in excess of � 50,000 p.w.)BankingMerchandisingAppraisalsReason for leaving store- more money.

supervisor

40 stores across England, this is the first store in N. IrelandStaff: 9Responsibilities: Opening the new storeRecruitment and training of all staffMerchandisingStaff motivationCustomer serviceCash reconciliation and bankingStock control and orderingShrinkage and lossMeeting and exceeding sales targetsStaff budgets and rotasSecurityHealth and safety

Managed the store in Castlecourt Belfast

Staff: 16Responsibilities: . Buying Daily running of the storeStaff recruitment/training and developmentStaff motivationCash reconciliation and bankingMerchandising Customer serviceStock control Shrinkage and lossMeeting and exceeding store targetsStaff costs and rotasSecurityReason for leaving: Career Progression

In partnership with my brother3,100 sq ftTurnover: �1.2 millionStaff: 18*This store sold boys wear and menswear from suits through to jeans and casual wear.Major brands were Remus Uomo, Magee, Douglas, Sonneti, Firetrap, Levi, Wrangler, 1880 Club Responsibilities: Daily running of storeRecruitment and TrainingStaff development and motivationCash reconciliation and bankingCustomer serviceOne-to-one salesMerchandisingPromotionsStore budgetsStaff costs and budgetsSales targetsStaff briefingsOrdering/buying stockShrinkage and lossProfitsGeneral paperworkAll duties involved with being the Proprietor of a retail outletReason for leaving: Partnership dissolved

A PROVEN RECORD OF SUCCESS IN SENIOR LEVEL RETAIL MANAGEMENT...This was achieved through the starting up and development of my first business( through traditional family values), and for 22 years built up a regular and growing return customer base .Starting from scratch the business grew from a 900 sq ft retail unit to a 3100 sq ft unit and for 2 years expanded to include a further retail unit called The Anvil which ran in conjunction with the S&T Moore store. When I moved to the Remus Uomo store I succeeded in developing the business further by increasing the turnover by �200,000 over a 5 year period. At the Baronjon shop success could be measured by judging the position the shop held in the centre league tables against similar merchandise shops and per square footage wise the shop I managed, 90% of the time would have held a higher position in the league tables than any other similar merchandised shop proving that on a level playing field we were competing at a more successful rate than all others. Sadly it was a company decision that closed 9 branches and finding that logistically Antrim was too far for them to cope with they terminated our lease. BUYING EXPERIENCE I have had 27 years of buying experience in the retail trade to include menswear, boys wear and footwear. I was co responsible for the buying in my own business for 22 years in all departments including a huge school wear trade to include 22 different schools. This was done mainly on twice seasonal ranges, and included going to London for trade shows and Manchester for the purchasing of branded sportswear.I was solely responsible in the Remus Uomo shop for the buying and coordinating of all the ranges that the shop sold, liaising with head office as to the replenishing of key performance leaders and the identifying and withdrawing of poor performing products.ABILITY TO INTERFACE SUCCESSFULLY WITH CUSTOMERS AND DIRECTORS ESSENTIAL.