Troy Risch Email & Phone Number

Dallas/Fort Worth Area

Minneapolis, Mn

MGMT3D, LLC provides outside operating partner services to the Private Equity Industry and their portfolio companies.

Indianapolis, Indiana

P&L responsibility for 2.4 billion in sales, 228 stores, 6,000 team members. All facets of distribution, transportation, home delivery, call centers, and real estate. Executive committee member.

Fort Worth, Tx

P&L responsibility for $3.8 billion in sales, 4200 stores U.S., 34,0000 team members, Store Operations team at HQ, Real Estate functions for U.S. and Mexico.

P&L responsibility for $64 billion in sales, 8.7 billion in expense, 1,752 stores (225 Super Target), 320,000 team-members, 200-person Store Operations Team at HQ. Served on Executive Committee, gave presentations at all board meetings. Communication responsibility beyond stores was Media Day events, shareholder meetings, stock analyst meetings, national meetings that included 13,000 team members, and various other events at HQ.

Full team and P&L responsibility for 60 stores, 6 districts, $2.1 billion in sales and 11,000 team members. Of the 60 stores, 20 were performing at a satisfactory level, 20 below brand standards, and 20 were extremely poor. Drive significant change in operations, execution, and team. -Upgraded talent. Converted 60% of interns into executives and turned the campus recruiting from one of the worst in the company to the best.-Increased sales by 5.8% in the first half of 2006.-Improved payroll results by 97% saving 168,000 hours of payroll or $1.68 million dollars.-Reduced shortage by 13% or $2.7 million dollars.

Responsibile for 75 stores, 7 districts, 14 group partners, $2.5 billion in sales, and 15,000 employees-Improved controllable profit 324bp or $74.5 million in 3 ½ years.-Started potential-focused staffing initiative that concentrated on campus recruiting and internships. Turned Missouri, Kansas and the University of Nebraska Lincoln from schools we didn't recruit at to Tier 1 schools for the company. This initiative led to the promotion of 4 district managers to director, 12 store managers to district manager, and 51 executives to store manager, and a pipeline of talent for years to come.-Improved operational numbers from lower third in 2/2002 to #1 by year-end and stayed in that position for 4 years.-Upgraded 3 district manager from 2002-2005.-Reduced EEOC claims by 89%.

P&L responsibility for $440 million in sales, 11 stores, and 2,000 team members.-Led turnaround of one of the most underperforming districts in the company.- Improved profit by $3.5 million dollars, sales by over $9 million dollars and made up over 20,000 payroll hours by year end. District earned a Golden Contribution Award for Sales, Profit and Expense.-Terminated two underperforming store managers, eight executives and filled back 13 other openings in first three months.-Started the internship program, increased campus recruitment to 70%, and hired externals/internals that had the potential for at least two additional promotions.-Developed a culture of accountability and excellence vs. mediocrity and victimhood.

P&L responsibility for $160 million in sales, 9 stores, and 1,200 team members-Opened new district, upgraded one underperforming store manager, started internship program in district, promoted two store managers, and prepared teams for two new store openings.-Developed vist routines that maximized my time, gave my team consistent focus and led to improved brand standards, operational, financial, and team performance.-Started 70/20/10 concept to staff executive openings with 70% campus, 20% external, and 10% internally.

Full team and P&L responsibilities for $42 million in sales and 180 team members.-Developed and tested logistics innovations that would rollout across every store in the company and change the way stores operate to this day.-Promoted two executives to Store Manager.-Store was consistently recognized for Brand, Team, Execution, and Financial Accountability by District, Group and Regional leadership.

P&L responsibility for $28 million in sales and 125 team members-Drove 8% sales increase, improving store sales by almost $2 million.-Upgraded two underperforming executives and developed two others to Store Managers.-Improved Best Team Survey, Guest Survey, operational and financial health through consistent focus and communication engaging each team member into the success of the store.-Led the development of the Business College for the District

Executive level management positions in four stores. Responsible for merchandising, sales, staffing and team development. Areas run included hardlines, softlines, overnight logistics, and front end.

B.S.B.A., Business Administration: Management

Finance For Non-Financial Managers