Branch Op's Manager Membership, Travel and Insurance
CAA
Total years of experience :34 years, 9 Months
• Leading by fostering a culture of success through coaching, empowerment, and thinking forward while staying accountable for delivering on the overall success of the profit center. Excel at building business relationships with customers, team members, internal and external stakeholders.
• Prepare annual budgets and ownership of P&L to ensure costs and sales are managed, continued deliverance of above store sales targets and KPI’s year over year. Proficient understanding of all financial reporting and key business metrics. Delivering financial targets for sales and EBIT, driving our NPS program, and achieving key KPI.
• Deliver Customer Service Excellence thought-out the store, Member Services, Travel, and Insurance the store ranked above expectation on Customer surveys. Ensure outstanding customer experience standards are achieved; drive Net Promoter Score (NPS) as coaching enables the Team to learn from experience.
• Contributed ideas to developing new processes and exciting frameworks to improve store organization and efficiency.
• •Established collaborative relationships with store team, peers, and relevant business partners to ensure the Customer Experience is above and beyond business expectations.
• Change Management- Develop and engage team by providing role clarity, regular performance feedback, and soliciting team input and ideas for moving forward
• Improved Communication by getting the Team involved in staff meetings, an interactive meeting where all members participate in sharing updates SAP, Harmony, Insurance, and TICO updates in a positive way. Coach team on how to respond and appropriately resolve Customer Experience issues and opportunities.
• Drive higher ROI for all learning investments through intelligent, results-oriented management of FAM’s
• Organized one of the most successful Travel Trade shows in the history of CAA SCO and increased the business and awareness of the market.
• Created 'how to' and best practice, presentations, job aids, or FAQs to accelerate best practice sharing and coaching effectiveness
• Certification in Lean Six Sigma and Workplace Mental Health Leadership by Queen's University. Working on several projects including Paperless Workplace
•Inventory Management process in SAP. Trained staff on stocktaking and stock data.
•Proven ability to achieve and exceed sales and service targets. Drive operational excellence across all areas of the store
• Establish a learning culture and maintain a strong connection between the store team and the Company.
•Monitor, coach and provide feedback to the store team to deliver an excellent customer experience
•Lead, inspire and manage a high-performing, positive store team.
•Network and create positive relationships in the community that result in business generation
•Ranked 2th Top Volume Sales Store in the company and personal sales in the top 5 for the Region.
•Achieve top sales results as an individual contributor, by surpassing Key Performance Indicators.
•Build customer relationships by providing prompt and exceptional sales and after-sales service. Strong Clienteling skill sets.
•Driving optimal performance through Clienteling, Creating Connections and Providing Personalized Experience
•Analyzed sell-through and determined product assortments by tier for each channel of the business
•Developed allocation strategies with Sales, Demand Planning and Distribution, in case of product delays or when demand exceeds supply.
•Collaborated with the Marketing department to identify featured products for local promotional programs and supported the organization of successful trade activities and consumer events.
•Revitalized stagnant and floundering areas; achieved projected sales targets, and generated increase in revenue. Increased brand visibility and market positioning.
• Analyzed profit and loss reports to partner with management on creation of strategies to increase revenue production, control labor cost, and reduce shrinkage.Participated in final decision making process regarding merchandising, promotional campaigns, advertising, and employee development.
Talbots-CO General Manager, Toronto Flagship Store 10, 000sq ft
• Fiscal Responsibility and accountable for the store results including top line sales, improving customers transactions, average transaction value, units per transaction, sales per hour, payroll costs, expense control, shrink reduction, profit and loss, overseeing the efficient operation of merchandising and presentational standards, and all operational functions. Accountable for payroll budget, target wage rate and other controllable expenses.
• Control store expenses and maintain budgets, continually striving to reduce costs.
• Analyzed available reports and metrics to understand the business and develop short and long term action plans that address opportunities and positively impact the business.
• Analyzed the business and create/communicate (SMART) action plans that optimize results and ensure effective execution of all operational activities.
• Business Development. Build and execute development plans to drive optimal performance, Clientelling, Creating Connections and Providing Personalized Experience.
• Maintained and supported company values, code of conduct and maintenance of a risk-free environment. Seek new ways to increase business, threw grass root promotions at store.
• Talent Management- Acquired talent by building a robust internal and external talent pipeline through employee, client and personal networking. Manage all aspects of the store and main focus on building a strong team by brand coaching, performance management and succession planning.
• Used the On boarding program to ensure a consistent, branded onboarding experience for all new employees; responsible for developing talent by assisting the management team in writing and delivering quarterly performance reviews with members of staff to discuss performance relative to expectations/plans, to identify and leverage strengths, and to close any identified skill gaps through appropriate coaching and/or training.
• Fostered teamwork and collaboration to meet and exceed sales goal by providing leadership and support regarding any change to merchandise guidelines, floor flexing, and planning of key sales drivers, while setting priorities, goals and direction.
• Creative Visual Merchandising/Merchandising- Be aware of all current Creative Visual Merchandising and Merchandising directives and ensure their timely implementation; maintaining standards for all creative vehicles in store.
• Talbots Experience- Fostered a store environment of the Talbots Experience- define, model and hold staff accountable for demonstrating the behaviors that enhance customer engagement, build enduring relationships and represent Talbots Brand values.
Price Club - District Manager, Dubai Avg size 55, 000 sq ft June 2006- June 2012
• Provided direct hands-on leadership for daily operation grossing $27 million annually with 110 employees, including 11managers.
• Driving Sales-Coached Store Managers to achieve individual store sales targets; reviews progress and store rankings weekly with Store Managers. Using the store visit process identified and communicated sales driving strategies to all stores; acted upon best practices and effectively implements throughout the district.
• Analyzes Key Performance Indicators (sales, payroll, traffic, etc.) to identify trends, opportunities, deficiencies. Took appropriate actions based upon results.
• Customer Focus-Ensured that all stores effectively executed the brand's service principles and standards. Recognized gaps in the stores' ability to meet customer needs and coached Store Manager to take appropriate action.
• Leadership- Translated strategic direction into a tactical plan that Store Managers can embrace and share with associates. Provided district direction and set ongoing priorities for all Store Managers. Monitored progress in achieving company initiatives, priorities and objectives during store visits. Set high standards for self and Store Managers based upon competency models.
• People Development-Maintained a district succession plan to meet the anticipated and unanticipated needs of the entire district. Coached and held Store Managers accountable to continuously pursue opportunities to recruit prospective associates. Filled store staffing needs with the best talent on a timely basis.
• Operational Execution-Trained Store Managers on standards for effective execution of workload planning, scheduling, and all operational standards
• Ensured compliance in key operating issues (audits, loss prevention, policy, procedures); trained Store Managers on methods to ensure compliance, improve productivity and reduce shrink. Conducted regular reviews with the store manager in each store to evaluate the results and effectiveness of all operating systems.
German Fashion House-Sr. Operations Manager, Dubai UAE March 2004- April 2006
15 Stand-alone stores and a Department Store of 60, 000sq.ft
• Managed a team of 100 employees, including16managers grossing annual sales of $25million.
• Expanded responsibilities from initial 15 retail stores to include a European Department store featuring Men's/women fashion, Cosmetic/ Fragrances, Footwear, Lingerie, Swimwear, Leather goods and accessory by Christian Dior, Burberry, Gucci, Lancel, St Dupont, Calvin Klein and Fossil along with dinner and cook ware, home décor, jewelry and lifestyle accessories. Set buying allocations and went to Germany for buying for the following brands, Gerry Weber, Olsen, Strenesse, Taifun, Samoon, Oui, Kathleen Madden, Strellson, Nicowa, Wolford, Camel Active, Eterna, Kosta Boda, Eva Solo, Sem Per Lei and Luisa Cerano.
• Worked with Store Management to ensure they are driving their teams in sales and customer service to achieve company financial goals.
• Led startup to grand opening of "Fitz & Simons Department Store" Managed and coordinated all aspects from architectural designs, interior decoration, through to implementation of retail roll-out plans. While upholding the established Franchises' individual identity, successfully integrated new franchise partners. Coordinated between Mall management, Architects / Interior Designers, and local contractors.
• Named Manager of the year for the efforts leading to the opening of Fitz & Simons Department Store, while successfully managing fifteen Stand-alone stores.
Calvin Klein- Regional Manager, ME July 2000- February 2004
9 Regional Retail Stores and wholesale distribution Lingerie and Leather goods
• Managed a team of 60 employees, including10 managers grossing annual sales of $22million
• Promoted to handle the retail and wholesale division.
• Ranked in the top 10 for sales performance achiever for Calvin Klein Lingerie internationally
Ranked #1 in Sales in the Lingerie category out of 79 stores that participated
• Presented in Trade Shows, Fairs in Middle East and Europe.
Swarovski-Regional Manager, Dubai September 1998- June 2000
7 stand-alone shops and 5 shop-in-shop outlets
• Managed a team of 45 employees, including 12managers grossing annual sales of $20million
• Increased brand visibility and market positioning. Selecting products from the global product assortment for launch in Dubai, and responsible for buying assortments for Retail and Distribution. Revitalized stagnant and floundering areas; achieved projected sales targets, and generated increase in revenue.
• Awarded sole distributor rights for Swarovski, after fifteen years of multiple distributors.
Liz Claiborne-Multi-store Manager, 6 Stand-alone Dubai UAE June 1994- August 1998
• Managed a team of 35 employees, including 6managers grossing annual sales of $18million.
• Constantly increased sales and overall profitability by successfully identifying problem areas, establishing vision and focus to improve efficiencies and driving process until goals were achieved.
• Represent Liz Claiborne Dubai in NEW YORK for brand re-launch. Selected by Regional Manager to train new store managers during store roll outs.
• Set a company record of sales growth and won several accelerator awards.
Retail Manager - Dubai Creek Golf & Yacht Club, & January 1993 - May 1994
Retail Manager- Nad Al Sheba Club (Dubai golf & racing club) (six outlets), Pro-shop & Chandlery
Retail Store Manager, Allied Enterprise. Dubai May 1989 - December 1992
Education/Professional Development (West London College) Master of Business Administration (Marketing) April 1986- May 1988
Bachelor of Commerce Degree April 1983- April 1986