Wade Hampton Email & Phone Number

Midwest

Dayton, Ohio, Eastern And Norther Indiana, Southern Michigan

Responsible for 11 stores in 3 states and all facets of the business. Successfully relocated 2 new locations in two separate markets to help improve the brand. Responsibilities include Hiring and developing teams in all locations as well as sales and overall EBITDA performance. Also responsible for drawing store layouts and giving input on planograms.Other responsibilities include real estate analysis for both Party City and Halloween City. Responsible for 6 Halloween Cities, which are temp stores as well as the Market Managers who run them.

Ohio

Was the #1 District Manager in the Region at controlling payroll, our largest expense, as well as controlling overall expenses by successfully directing strategic initiatives to achieve company objectives. Effectively managed a team of 14 Store Managers in reducing and controlling expenses through business analysis of each unit. My efforts drove sales, profits and margins. Trained, coached and mentored staff to ensure a smooth adoption of new and existing sales and operational programs. Effectively planned and communicated on a daily, weekly and monthly basis through multiple channels to ensure all company initiatives and expectations were met. Also communicated to the National Office in regards to in-stock, merchandising and marketing issues. Was actively involved in the recruitment of talented individuals to work at all levels of the organization. **Achieved four successful integrations (bringing Toys R Us and Babies R Us under one roof) in four new store openings. This included all staffing, training and merchandising initiatives.**Brought customer service scores into the Top 5 in the Region (15 Districts) by establishing clear expectations and thorough coaching of team members, from the Store Managers to each hourly team member.**Due to my training and mentoring, Seven Assistant Managers were promoted to Store Managers; 15 Department Supervisors to Assistant Store Managers; and one of the Department Supervisors was promoted Store Manager. Achieved one of the lowest Management Turnover Percentages (MTP) in the Region.

Effectively drove sales and services as well as the metrics (warranty sales, credit sales, etc) measured by the company by developing a cohesive team thoroughly trained in driving results. Due to my reputation, was utilized to cover the Toledo, Ohio market on a stretch assignment. Was also utilized as a New Store/Assistant Manager Trainer by conducting Lead and Succeed and Leadership Plus Meetings at the Regional Office. My goal to achieve District Manager level within two years was accomplished. **Implemented creative training initiatives within the store to help drive the company's guest service and selling metrics. Led the District and Region in my first year as Store Manager, and then led the entire company in both my first and second year in the operational metrics. The store also improved comp sales in my two years.**Due to my efforts, my store became the company's Training Store for new initiatives designed to reduce payroll expenses and improve productivity standards.**As an emergency cover in Toledo, mentored a Store Manager by helping her achieve her goals both within the store as well as taking over a bigger volume store. She is still in place today. Trained and mentored one of my Assistant Store Managers to be ready to take over my position when promoted. He is still in place today.**Gave a two hour presentation at our National Meeting in 2007 on the "Basics of Season". The presentation was given four times to the entire company; Regional, District and Store Managers; over 700 people. This was a great learning experience in public speaking and was v

Virginia, West Virginia, Maryland

Directed strategic initiatives to achieve company objectives successfully managing a team of 16 Store Managers. Controlled expenses through business analysis of each unit. Trained, coached and mentored personnel to ensure a smooth adoption of new and existing sales and operational programs. Effectively communicated and planned on a daily, weekly and monthly basis through multiple channels to ensure all company initiatives and expectations were met. Was responsible for training new District Managers in the Mid-Atlantic and Southeast area as districts were opened up. Was requested to train Situational Leadership Models to all incoming managers as well as promoted managers. This was typically done Regionally. **Developed a new product program with a supplier that reduced shipping costs to our southern base as our corporate office was in Michigan. Increased sales in this area by over 50% with this new line. Also worked with this supplier for a new product line that our customers had asked for. This gave us a lower price point and was eventually rolled out to most of the chains, driving top line sales and margins.**Developed talent at the store level that resulted in promotions to Store Managers, District Managers and Corporate Office positions. Many of these Store Managers went on to work for Tractor Supply after Quality went out of business and these individuals are still successful today.**Guided my Martinsville, Virginia store to "Store of the Year" in 1998. This was an honor as we were up to almost 200 stores at this point.**Effectively served on a committee with a Regional Vice President to create a District Manager Store Visit Tool. This was adopted nationally for all District Managers to follow on their store visits.

Bellefontaine, Lancaster, And Hamilton Ohio

The organization was the parent company for a Midwest Farm store chain that included Quality Farm and Fleet, Quality Farm and Country, CT Farm and Country, and County Post. There were 63 stores at my start growing to over 300. Before going out of business, Quality had grown into the largest Farm Store Chain in the country.Managed three different locations in Ohio, Bellefontaine, Lancaster, and Hamilton Ohio. Was used as a district recruiter for Store Managers and Assistant Mangers.