مايك botha

Currently an AGM with Carrefour Hypermarkets. I am following a 3-month integration programme to establish my suitability as a Store GM. A store GM is responsible for the entire operation and the achievement of financial results as budgeted. My emphasis is on forming a winning team, and creating an efficient, organized and businesslike culture. I am responsible for; the gross profit achievement, maintaining the budgeted stockholding (or lower), up keep of housekeeping standards, controlling shrinkage, merchandising and replenishment of shelves. To maintain excellent morale and good in-store disciplines is my prime function. To coach, counsel and motivate below-par performers is one of my prime duties. Create a hassle free place to shop!

Currently a Department Head of HHH (Heavy Household), an electronics retail operation within a hypermarket set up. Manager of over 35 staff (4 division managers, 6 team leaders, 20 salesmen and 4 stockers). I am responsible for the entire operation in this department within the hypermarket. My emphasis is on forming a winning team, and creating a winning culture. I am responsible for; the gross profit achievement, maintaining the budgeted stockholding (or lower), up keep of housekeeping standards, controlling shrinkage, merchandising and replenishment of shelves. To maintain excellent morale and good in-store discipline is my prime function.

Operational manager of over 300 security guards deployed at the most prominent and high profile shopping malls and upmarket residential complexes in Dubai. I am responsible to maintain 1st world guarding standards, keep the client relationship first-rate. Ensure 2-way, honest communication and feedback to client and our head office. Maximise our guards morale and client satisfaction through good interpersonal, communication and management skills at all levels of interaction. Ensure company discipline, deportment, timekeeping, training and security related activities are sound and of a professional standard. Control of total transport function: drivers, vehicles and their duty scheduling.

Retail Operations & Training Manager of all 12 Tehran, Shahrvand retail supermarkets; the branch management, supervisors and general staff (650 in total). I am responsible to upgrade and modernize the current retail operational deficiencies to a level consistent with a 1st world quality shopping experience. My Operations Manager function, in a major retail supermarket or hypermarket is envisaged again, when a suitable new modern store hyper development takes place in Tehran.

Full control of a major retail supermarket comprising all the conventional major departments (food and non food). Monthly turnover was US$ 1.25 million (ZAR 8 million). Major duties included; merchandising & display, purchasing, recruitment, training & motivation, industrial relations and general management of +/- 150 staff members including 6 subordinate managers, 24 supervisors and 120 general staff (25% permanent and 75% part time), annual budget setting, implementing profit maximization and loss prevention programs (i.e. shrinkage control). Detail attention to the maintenance and control of excellent housekeeping and hygiene standards. Supermarket was fully computerized and scanning POS is used at front end tills and at back door receiving. 7 day trading week, store trades 9am - 9pm.

Similar to previous position (a few differences mentioned below). Turnover was US$ 350 000 per month. Supermarket was a stand-alone operation with no central head office support nor a central distribution centre. Consequently all functions were executed at store level; Total buying, no warehouse, no vehicles nor outside logistics. Advertising, promotions and our creditors and debtors were run in store. Total staff complement was +/- 90, including 6 subordinate managers, 18 supervisors and 65 general staff. All were permanent staff, no part timers!

Similar to current position. This company had a central distribution warehouse with good logistics and support as well as a separate administration office to control the creditors and debtors.

I sold health club memberships in South Africa’s wealthiest suburb, Morningside - Sandton. The club members were all high profile VIP’s.

I started as a life insurance salesman or representative working on commission basis only. I found success in direct sales and was promoted to Consultant, and again later promoted to Senior Consultant. My duties involved marketing life assurance and related insurance products (i.e. auto & householders contents, houseowners and business short term cover) to clients. I prospected for my own clients as leads were hardly provided. I studied for and wrote the ILPA (Institute of Life and Pensions advisor) admission exam. I succeeded passing this difficult exam on my 1st attempt. Services offered included; drafting of wills and testaments, trust management, the sale of long term assurance, the sale of short term insurance (auto & domestic), unit trusts and retirement annuities were sold, home loans were provided through the SA Permanent building society, short and long term finance was facilitated through Nedbank. The marketing and selling of life insurance was my main source of income.

I started as a trainee manager in a supermarket. I was promoted to a store manager in 1 year and again later promoted to regional manager 2 years later. I managed 6 supermarkets and was responsible for their successful operation. My prime duty was to coach and counsel my 6 store managers and their subordinates to enable them to run profitable and retail friendly operations. Job description is similar to present position.