Manager Sales
Resume:
KIM D. GUNN
ADDRESS: *** *** *****
Louisville, Kentucky 40214
adaf0o@r.postjobfree.com
EDUCATION: Associates Degree in Business Management
Sullivan College
Louisville, Kentucky
OBJECTIVE:
I am looking for a growing concept that needs experienced managers. Ideally, I would like to be involved in the training and development of management staff, assist with new store openings and product roll out. I am looking for a company that allows its managers some latitude in expressing or encouraging new and innovative work processes, while maintaining traditional values of politeness, pride in appearance, and a basic understanding that in the workplace there are rules that need to be followed. I would like to be part of a company and its representatives that will listen to their staff and is open to ideas from all areas of its workforce. I desire a position with a company that is in need of a strong, hardworking, dedicated and mature professional.
SALARY REQUIREMENTS: $52,000-$55,000 Annually
EXPERIENCE:
McAlister’s
Louisville, Kentucky
June 2012-Present
I started with McAlister’s in June of 2012, and have worked at five of their stores. I helped with a grand opening in Elizabethtown, which included being in charge of all the staffing and training, preparing them for average weekly sales of $50,000+. From there I worked at the Breckenridge store where I helped maintain catering sales of $4,000 per week, and staffing levels of 40-45 people. I was also responsible for scheduling, ordering, and daily operations. While at the store in Stoneybrook, there had been several different general managers, so my presence provided a constant for the staff and daily operations. Our QSC scores have been the top in the company. Guest satisfaction has always been the priority here, which is reflected in those scores. I’m currently managing the store in Fern Creek change the culture to the same high standards as the Stoneybrook and Breckenridge stores.
Panera
Louisville, Kentucky
October 2010-through June 2012
I was hired as a General Manager trainee in October 2010. I was in a Springhurst restaurant doing sales of $60,000 per week. My responsibilities were daily operations, training staff and managers, and learning Panera’s way of doing the restaurant business overall. There were 40-50 people on staff at any given time I was responsible for.
Qdoba Mexican Grill
Louisville, Kentucky
October 2007 through October 2009
I was hired as a fast-track General Manager in October of 2007 and took over the Poplar Level Road location in March 2008. While 2008-2009 was a tough year due to the economic downturn and extreme winter weather problems, this unit was on track with projected sales and was exceeding bottom line goals in excess of $66,000. Employee turnover was less than 25%, and management turnover was 10% due primarily to promotions to other Qdoba locations.
Based on the bonus program, I had exceeded my annual salary within 9 months. Daily goals included serving 130 guests per hour; my store achieved a steady rate of 150 guests per hour. Catering sales increased from 3% to 10% within 6 months of my promotion to this store, and remained constant for my duration as General Manager. I hired 6 Catering drivers to be used at my store, who were additionally used at all area Qdoba locations due to the lack of hires for this position.
Chuck E Cheese
Clarksville, Indiana 47130
May 2003 through October 2007
I was hired as an Assistant Manager for the Louisville location in May of 2003 and promoted to General Manager in September of 2003. In October of 2004, I was transferred to the Clarksville location. While at the Louisville location, I was told by Mark Wallace, a Regional Vice President, that the Louisville location had never been as profitable as it was during my tenure. I was transferred to Clarksville after it had been opened for one year due to the desire to increase volume and tighten controls.
In 2005 and 2006 while sales at my store were in the lower 40% of the company, profits at my store remained in the top 10%. My cast (employee) turnover rate was less than 75%. The management staff consisted of people I had hired and developed. I also trained an Assistant Manager for the Louisville location, an Assistant Manager for the location in Horn Lake, MS, and a General Manager for the Lexington, KY store. Two of my cast members helped with cast training and the store opening in Avon, IN.
Dairy Queen, International
Louisville, KY
October 2001 through May 2003
I began in October 2001 as a Manager Trainee, and was promoted to General Manager to take over a new store opening before the training was complete. I took a newly opened store and beat budgeted sales-and-profit expectations in the first year. While maintaining the daily QSC to encourage repeat customers, I also trained new Managers and General Managers for other stores.
Penn Station
Bashford Manor, Louisville, KY
June 1998 through October 2001
I was trained in the Bashford Manor Store and took over as General Manager in six weeks when the General Manager was transferred to another location. I trained the General Manager and Assistant Managers for the Shelbyville Road and Highlands locations. This was an ideal position for me. Pay was based on performance. At the time, I was the highest paid General Manager in the Louisville market. The Louisville stores were a cohesive group who were willing to cover other locations as need arose. I was the coordinator for that coverage. I also worked closely with the co-owner Tom Shultz, who at the time was Owner/District Manager.
STRENGTHS:
I have many years of restaurant experience. I can read, understand and train on budgets and P&L statements. I can work with younger managers to aid in their professional development. I have had as many as 90 people o my staff and as few as 10. I have run restaurants that generate $4 Million in annual sales, and others that operate on a smaller scale at $200,000 annually.
When staffing, I look for the best candidate available, including education and personality; I do not hire anyone just to fill staff rosters. As a company, we must set the standards for our staff members and then enforce those standards.
I personally train my assistants. My managers are able to do schedules for employees, do product orders, and are able to handle issues as they arise. They also bring me staffing candidates. My staff is the first to volunteer for, or be asked to, assist in training at new store openings. I listen. I can communicate across demographic and generational lines. For example, I can communicate as efficiently with a 16-year-old or a 60-year-old employee or customer.
REFERENCES:
Meredith Crise
Scarlett Shumate
Kim DaLeure
Attorney
Craig Dunaway
Owner
Penn Station
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