Work History

Work History
Jun 2003 - Jan 2009

Multi-Unit Manager

Starbucks Coffee Company

Full P&L Responsibility accountability and management staffing fo 20 locations for West Central FL. area

Led team to one of the top overall performing districts in region

·Customer Satisfaction (Achieved top 10% in region in Overall Satisfaction)

·Employee Satisfaction (100% Satisfaction rating for2008)

·Other Performance Metrics (Health & Cleanliness rating was tops in region)

·Opened & Staffed 15 new locations in 5 year period, including remote markets

·Assumed key role in acquisition of Barnie’s Coffee Company first 3 stores

·Recognized as District Manger of the Year-2007

Jun 2000 - Jun 2003


Brothers Two Investments, Inc.

Private Investment Firm Specializing in Retail & Consumer Services; full P&L responsibility of franchised business.   

Jun 1998 - Jun 2000

Executive Consultant

Talon Management Group

Management Consulting Company specializing in focused Performance Management, Organizational Development & Behavioral Competencies projects.

Mar 1984 - Jun 1998

Divisional President / Regional VP Stores


Divisional President (1992-1998)

Eyexam2000 of CA., Inc. (subsidiary), Sacramento, CA.

Full P&L accountability for a subsidiary of LensCrafters (60+ locations.) Responsible for the strategic vision and sales forecasts, budgeting and tactical execution of plans.From 1994-1998, concurrently served as Regional Vice President Division of LensCrafters, accountable for $175,000,000+, 95+ stores.

** Assumed responsibility for this organization which had not made a profit in its six years of existence; led division to its first earnings contribution by end of year two, and one of best performing (profit %) divisions by year four.Results also included:

·Deliveredincreased year over year sales revenue % results

·Achieved highestCustomer Satisfaction rating in company history

·Achieved highest Associate Satisfaction results in company history

·Developed operation model that was adopted across the country

Regional Vice President Store Operations (1994-1998)

P&L responsibility for a $175,000,000+ sales volume Division, 95+ optical retail locations covering 15 states

While serving in President role for subsidiary, assumed Regional Vice President Store Operations responsibility.(Combined P&L responsibilities for over $200,000,000+ sales volume, 160+ locations, 2500 Associates in 15 states.) Highlights of accomplishments included:

·Delivered consistent year over year gains in profit & sales revenue in the most competitive geographic environment for the category in the U.S.

·Drove Customer Satisfaction results to all time high

·Achieved highest Associate Satisfaction ratings in company.

·Delivered lowest annual Associate Volunteer Turnover in company

Territory Operations Director, Dallas TX(1990 – 1992)

P&L responsibility for $50,000,000+ sales volume, 30+ retail locations in five states.Assumed area of the country with a sales trend decline and directed territory to increased gains in earnings & sales.

Regional Manager, Sacramento, CA (1984 – 1989)

P&L responsibility for $30,000,000+ sales volume, 20+ retail locations in five states.Original key executive involved in start up & rapid expansion of company.Responsible for the opening of all locations for the first four years in the North West US.

  • Recognized with President’s Award 1989 for achievingbest comparative sales growth, customer satisfaction and associate satisfaction ratings in company.




University of West Florida

Selected Responsibiities & Accomplishments

·Successfully led all aspects of a 2,500 associate, $200+ million company division including development of financial and marketing plans, recruitment, hiring and training, budgeting, P&L, and development of the culture. Established policies and procedures that focused on delivering exceptional customer service levels and motivation of associates.

·Turned around a company division that had not realized a profit in its 6 years of existence.Reviewed the day-to-day workflow, service levels and overall management.Oriented the executive team towards a strategic plan that incorporated expectations, operational standards, accountability and additional training.Achieved profitability the 2nd year of this plan, and the highest profit percent of all divisions come the 5th year.

·Chosen as Operations Lead to spearheaded new product roll out at all company locations within Central Florida.Met with marketing, R&D, and all associated managers to address concerns prior to rollout while establishing weekly update protocol.This new product launch approach yielded sales 18% above targets within 90 days of introduction.

·Turned around a region in the most competitive market in the company through creating a clear focus, accountability and enabling team to make decisions. Inherited division where managers were hesitant to make business decisions.Organized a managerial meeting and passed out my business cards with “It’s OK; Just Do It” written on the back (this was prior to Nike slogan being created).Decisions began to be made as trust was developed; only one card was redeemed.

·Reduced turnover significantly through one-on-one mentoring with each manager regarding their associate selection and interviewing process.Insight into the manager and what they valued in an associate was obtained.Within 90 days after initiating, voluntary turnover dropped 20%.

·Served on the small executive team that established the overall vision, mission and values for the company.After 3 days of 18-20 hours per day with a consultant from Walt Disney Company in French Lick, Indiana we arrived at what would become our stated Company Vision, Mission, and Core Values.At the company’s 12th anniversary a company-wide associate survey revealed these values were being upheld.

  •  Achieved highest associate satisfaction ratings in division for four consecutive years. Boosted morale by creating a servant leadership environment in all operations.Also achieved highest overall customer satisfaction ratings in division by initiating a incentive program which rewarded operations for improving customer satisfaction results.Developed a stronger sense of ownership in the overall operation, and stronger team dynamics that brought financial rewards for associates, greater service levels for customer and stronger ROI for company.
  • Achieved and succeeded sales goals through creation of a visible tool that promoted more consistent communication with store staffs and brought consistency to each location within theregion.Associates could now track their location, the region and the company’s goal progress.Tool also displayed success in achievement of strategies and tactics
  • Developed a formalized Succession Planning Program for the company called the IDEAL Review (Identification and Evaluation of our Assets in Leadership).Each Regional Manager had to identify a person(s) on our team that we could mentor towards the next level of responsibility.Additional training needed was ascertained, and progress with this associate was monitored.

Executive Summary

Resourceful, innovative professional with over 20 years General and Operations Management experiencewith brand leading retail organizations.Full P&L responsibilities.Strong start-up, rapid growth and turnaround experience. Proven skills in strategic planning, organization, building relationships, influencing thinking, human resource management, motivation, problem solving, conceptualization; building, and improving operations through promoting a team-based work atmosphere and superior customer service. Career history of positive sales results and strong ROI. Expertise in initiating projects and programs that boost associate productivity and efficiency while enhancing the customer experience.