Manager Customer Service

RO T, B.A.A

GER AYLOR

*** **** *** *****, ******, ON, L1M 3M4

Home 905-***-**** *******@*****.***

C O R P O R AT E / S T O R E R E TA I L L E A D E R S H I P

** ***** ** *** ****** industry delivering on Operations, Merchandising, Sales, Training

and Coaching

Successful track record in:

Financial Analysis Relationship Management

Merchandising Execution Creativity and Innovation

Sales and Marketing Teaching, Training and

Promoting

Team player who builds strong relationships with customers and team members in

order to achieve top results for both the customer and business.

PROFESSIONAL EXPERIENCE

OSL MARKETING 2014-CURRENT

District Manager – GTA Central (17 Stores)

Direct responsibility to ensure all assigned locations are delivering excellence in

Customer Experience, drive operational vigor and meet their business goals.

Create an environment where managers and associates feel valued, can grow and

function as a team.

Achieve all business objectives including sales, operations, performance reviews,

customer and client experience.

Proactively creates strategies for underperforming stores

Manage and coach all Store Managers to ensure that career development and

succession planning is in place

Successfully manage the completion of day-to-day operational activities including

field visits, analytical reporting, communication, payroll, performance management

and HR related activities.

HOME DEPOT 2007-2013

District Operations Manager – Southwest District (11 Stores)

Drive large cross functional projects with Core Store Operations that focus on adding

value to the bottom line and enhancing the customer service experience.

Driving operational consistency throughout district measured by the Regional

Operational Performance Review. Maintained a district average score of 90%+.

Driving on hand integrity through OOS Reporting and increasing in stock from a 92%

to a 98% in stock rate. Training and developing associates on the importance of

managing on hand integrity.

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Pack down performance through our “Scanned OOS” and “Packdown Opportunities”

changed from a store average of 500 down to 250. This was achieved by conducting

reviews with the SM’s and their respective packdown teams on packdown

productivity.

Overall customer survey on “In Stock, Found and Bought” increased to 98% based

on raising the bar on In stock, On hand Integrity and Pack Down Performance.

Created district peer position for responsibilities in both operations and

merchandising. Utilized top performing associates in district promoted to District

Peer status, conducted teaching and training for the role. Peer network developed to

support and drive district initiatives, help in facilitating training, and help drive

consistency throughout district.

Shrink performance, reduced district average of 1.7% shrink to district average of

0.8% shrink (approx. 4 million impacts to P&L). This was achieved by implementing

peer network in district and achieving operational vigor and merchandising

excellence

Provided ongoing coaching and training to associates and administering corrective

action plans to the business owners (Store managers and Assistant Store Managers)

based on standard operating procedures (SOP) Conducted follow up review with

business owners to ensure corrective actions have taken place and SOP is

administered or administering accountability actions.

Coached, trained, developed and counseled to the Store Managers down to the

associates on floor through formal training programs. Provided both informal and

formal job performance feedback.

Reduce P&L expense of “Slip, Trip and Fall” instances down 40% over last year

results (average down to 2 incidents per store). Enforces safety policies and

procedures, is a safety role model and holds associates to a high safety standard.

Took ownership of creating bench strength in district by taking Hi-Po associates

under my wing and provided coaching and training to fulfill the role or promoted

within store environment.

Direct P&L responsibility for the following lines; Sales, Shrink, Inventory and Turns

HOME DEPOT 2004-2007

District Profit Protection Manager – Central Toronto (10 Stores)

Responsible for the execution of Core Asset Protection Programs, Merchandising and

Operational Excellence.

Created a district wide shrink prevention program which include departmental

shrink plans to mitigate loss through internal / external theft and operational

averted loss. Teach, coached and trained store teams to effectively handle

opportunities and monitor corrective action.

Central Toronto District Shrink performance was 2.2% to which was brought down

to a 0.9% shrink. (approx 7mill to bottom line)

Provided insight to senior leadership on district shrink performance, 80% shrink loss

was due to operational performance. Worked with HR, Store Operations, Store

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Managers, associates and created daily routine checklists for all operational

departments to mitigate operational adverted losses. Through success, program

was adopted divisionally for all stores.

Conducted internal theft investigations as needed in partnership with Human

Resources. Wicklander Zulawski certified. Write offs and store use were the biggest

opportunities noted in district. Provided direction to Store Managers to have

mandated training for all new hires and all associates on write off procedures and

store use procedures. District average as a percent for both were 0.7%, after

training district average maintained 1.4%.

Created Shrink Awareness days in district by displaying information boards in the

associates break room detailing avoidable loss, awareness, training and prizes.

Information boards were created by instore associates “How to complete an in store

write off” or “Managing my on hand integrity” to “I just witnessed a theft” all to

create in store awareness. Program and information boards were adopted by the

learning department and adapted divisionally.

Ability to teach, coach and train Store mangers to drive change and execute

process improvements.

Conducted Asset Protection performance reviews with the Store Managers; district

maintained an average of 90%+ average on compliance reviews.

Direct P&L responsibility for the following lines, Store Shrink, Write Offs, Store Use,

Inventory

HOME DEPOT 1998-2004

Internal Audit (Inventory) - Canadian Division (116 Stores)

Managed the inventory taking process and developed effective audit programs and

communicated the value of audit functions to the organization.

Responsible for the stores preparation and execution of physical inventories in the

Canadian Division.

Completed RFP contracts with external partners for physical inventory counts.

Created Inventory Critical Binder for stores to effectively prepare for a physical

inventory. Step by step guide instructing the Store manager down to the floor

associates and events leading up to physical inventory day. Program was adapted

to the entire enterprise.

Created Post Inventory binder to review losses, generate reporting, how to

investigate losses and put process in place to avoid further loss. Program was

adopted enterprise wide. Program included departmental shrink plans by SKU,

reversal on shrink reporting, proper accounting methods and associate training

materials.

Developed audit programs and conducted store level audits, including; In store and

inventory, scheduling to service levels, operations performance and merchandising

integrity. Results were presented in power point to divisional, regional and store

teams with follow up action plans.

Point of contact for stores and head office to resource for information regarding

operations, accounting, merchandising and SOP.

E D U C AT I O N

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R O G E R T AY LO R

Niagara College of Applied Arts and Technology – Law and Security

University of Toronto- Bachelor of Applied Art

Six Sigma – Orange Belt

Wiklander Zulawski Interview Certified

VOLUNTEER C O M M U N I T Y I N V O LV E M E N T

AND

In my role as Internal Auditor, I organized and conducted a community project

were we utilized our corporate funded community program and created a garden

at Canadian Martyr’s Public School. I contacted the local Home Depot to support

the project with staff and materials and we created a beautiful garden landscape

in front of the school property.

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