Carlo Barbieri Martínez

adgx8k@r.postjobfree.com +569******** Santiago, Chile

Experienced in Retail Store & District Management

Leadership & Team player Sales Management Analysis & Planning

I am a results-driven in Store and District Store Operation Management, with 30 years of solid track record of performance in consumer and retail businesses. I am highly skilled in conducting sales Associates and Department Managers into their daily work, with proven abilities to motivate teams in giving the best customer service. Managing P&L & Financial Reports. Checking daily KPI’S to improve Sale Rates, Stock, Merchandising Standards, Pricing and Customer Service. Highly experienced in HR schedule employee shifts & labor laws.

Core Competencies

Leadership Human Resources Customer Satisfaction

Sale Strategies P&L Financial Reporting Team Player

Stock taking & Auditory Processes Strong Communication Strong Focus on KPI’S

Budget Analysis Target Stock Analysis

Professional Experience

Casa Anny Los Andes, Chile 2019-2020

District Manager

Casa Anny is a chain of stores located in the fifth region; Los Andes, San Felipe and La Ligua, Chile. Oriented in the sale of shoes and sport apparels

The principal daily activity is working cheek by jowl with store managers, motivating team playing and analyzing KIP’S in sale rates, stock and P&L. Strong communication with the team towards the excellence practice and customer satisfaction.

• A great achievement came in November with a 13% growth in the budget way far the best month in profit, this positive rate helped us in expanding the variety of apparel brands in order to be more competitive in market.

• The constant changes in store layout analyzed with accurate planimetry due to increase the sales/value per square meter rates, refreshed the old merchandise in order to be a target in the customer’s eye. This triggered our (visit v/s nº of tickets) rates with a higher a percent of effectivity.

• Inventory maintenance under 0.4% loss. I challenged the team in being more careful with the merchandise, checking it with mini inventories daily in order to have a better control. Normally, loss rate average was 0.9 to 1.2 % with respect to the semi-annual sale.

• I changed the way of training and motivating the team to stop the flat and bored routine. What I’ve achieved was a real commitment and confidence in the team to remove all differences in the past between teammates and gather them to have fun in 8 hours of work.

• I changed the way in the daily planification and organization for the store managers to daily focus in important tasks neatly to prevent doing things twice, avoiding the hassle of staff. Introducing checklist plans of tasks to get the job done.

• I provided a strong and simple communication with the team members handing them all the information in KPI’S (Sales rates, Average Ticket, Units per Ticket, Ticket Conversion vs Visits and Daily Sale per associate). Commercial indicators in product rotation and quick action to improve the performance of items by department. The idea was involving the team and cheering them up for the daily goals and their acknowledgement in how the company is lined up.

• I achieved lowering cost from 32 to 25% with strict controls on operating expenses of each store.

• I Constantly had close contact with suppliers in order to have a sane inventory and to get rid of stationary merchandise, with great sales and interesting promotions weekly.

Guillermo Morales Automotive Santiago, Chile 2017-2019

Head of Post Sales & Customer Satisfaction

I achieved in changing Post Sale Service and reducing time in the purchasing process of brand-new car buyers. Be the fastest delivering in the car industry.

I’ve changed the delivery schedule to be more accurate in time, therefore I had to train salesmen and assessment personnel in being careful in customer service. We created a software to arrange neatly our service reducing man-hour in 13 hours weekly.

I’ve Created a daily measured report of quality service, to gather feedback of customers. The team has achieved an increase from 76% to 92% in customer satisfaction!

Managed training & assessment to salesmen when new models appear in the market.

Developed and planned schedule for costumer pre-sale Test Drive, to give clients the best experience & performance on the model selected.

Received personal congratulations by the South Corean CEO of Hyundai for being our team the top-quality customer service in 2018 in Latin America.

Ashley Furniture Distribution Center Santiago, Chile 2016 – 2017

Head of Operations – Storage (Assistant Manager)

I made radical changes in the logistic stocking to prevent damage in furniture handling that also helped in reducing man-hour shifts

The high rate in depletions were lowered from 1,2% to 0.5%

I planned a new calendar for home delivery service structuring new schedules and procedures in delivery. This generated a considerable decrease of unsatisfied customers and lowered significantly purchase refunding. The old system was to be the fastest in delivery and the fastest in refunding due to damage, but we changed that towards a delicate handling service. Sending a $4.000-dollar furniture worth’s it.

I increased the number of furniture assembly technicians crew, in order to reduce the hours of service and long hours of delay for customers.

Maconline S.A. Santiago, Chile (Apple Products). 2016

Store Manager (In replacement 3 months)

It was a dynamic job, as a leader, working alongside associates in order to give excellent customer service. The product is considered one of the best in technology market and the customer deserves to receive the most excellent shopping “experience”. Classified as an Apple Premium Retailer, our service score increased from 89% to 94%, due to constant meetings analyzing KPI’S with the team. The constant control became a game and the staff found it more entertaining to achieve the goals.

I changed the work dynamics by zones, so that the staff was rotating and dominating the different sections of the store. Commercial strategies were planned with the KPI'S analysis. Due to these changes we achieved a record in sale rates.

I reinforced the post sales helpdesk, due to the high demand of Apple products, it involved all the staff to focus on customers complaints and doubts. We managed to reduce the level of claims and build greater customer reliability.

I changed the shift schedule of the staff, in order to be more efficient in the peak hours and that the associates have a well-deserved rest. The quality time in family life had improved and sale got better!

I increased hours of training in order that the associates were more open in the knowhow and functionality of all products, the expert level task.

Prosepan S.A. Santiago, Chile 2015-2016

Branch Manager

Prosepan is an outsourcing bakery company that gives service an in-store bakery for different supermarket chains. My job was to maintain the best service & secure best quality & taste of bread. The main functions were to control the different KPI’S in the production line, Quality standards, Stocks & Storage, Logistics, Sanitary Prevention Controls (cross contamination) Sales and Human Resources. Under my position worked 135 employees, 4 supervisors and 4 Sanitary agents, distributed in 33 stores.

I made a survey on the quality of the bread, due to numerous complaints from our supermarket clients, I proposed a training lab in each Bakery in order to motivate the bakers for the achievement of producing the best bread. I created a contest across the country called “Best bread” in order to satisfy customers and overcome the demand in sales in the supermarket. A lot of tasting promotions along checkpoints.

Achievement in empowering COMMITMENT, CONFIDENCE & RESONSABILITY, I created a week meeting blog, with the purpose that each boss and his staff, commit themselves in their daily tasks. This blog was constantly reviewed, follow-ups were carried out in advance to their agreements.

To increase margin and sale, new varieties of bread were introduced. Tasting stands were set up to know customers reactions. Cross-sales were more often and increased our sales 6% in profit.

Due to excess of leftover bread, I developed a tracing application to count the pounds sale per hour, I had to analyze the production versus sale chart to establish an ideal plan on pounds average. The result was surprising, we managed to lower the loss index to better margins. This didn’t impact in the daily sales, conversely we had a growth of 10%.

Casaideas S.A. Santiago, Chile 2014-2015

Store Manager

Casa & ideas is a home design store for kitchenware, Dining, Living & Bedroom Accessories and other Home Items.

I Lead the sales team, looking for different strategies in order to achieve the sale rates. Daily meetings with the team to deliver sales, conversion and average ticket reports. I strengthened the emotional intelligence of each one of those directed to achieve a high commitment and highly motivated for teamwork.

I analyzed the different tasks in how to approach customers in a slight matter, the knowhow to asses and give an excellent service. I took demonstrable KPI controls per worker in order to improve aspects of service and empower them to host customers

Daily presentation of products, knowing the functionalities, details, fabrics and precautions in the maintenance of these.

Daily KPI'S handling of stock behavior and product replacement, Target stock. The 50th best sellers target

Daily audits of stock and control of loss (shrinkage).

I reordered the sale staff mixed with parttime and fulltime employees to get a better service at lower man-hour cost

Other Achievements Increase rates in visits/sales conversion from 25 to 30%, average ticket from $ 7.55 to $ 11.54, units per ticket from 1.5 to 3 products. Reduction of the depletion index from 1.8 to 0.9%.

Paris Store (Cencosud S.A.) Big box 2012-2014

Area Manager

Paris is a Chilean 8.000 square meter Big Box Store, one of the biggest companies in the country. It’s compared to a JC Penney store. I was in charge of Men Clothing, Sportswear and Shoes. I lead a team of 80 associates, my job was to give daily reports in sale rates per brand, stock behavior, customer service satisfaction rates and so on. Daily Pricing supervision. Supervise daily employee schedule to cover an ideal staff.

Changing the Layout of 2 departments, after analyzing sale rates, I focused on these two in a radical merchandising change and targeting a precise stock, with the help of some Brands, the results were outstanding, the opinion of the customers were that they have noticed a change in the whole store. That action increased our sales in 5 %.

I lowered the index of losses in inventory in order to request daily audits in products with high loss indexes, maintaining this control we could go down from 1.4% to 0.6%

Johnson’s department Store (Big box) Santiago, Chile Big box 1999-2012

Store Manager & District Manager

These chain stores were transformed starting from a formal clothing boutique into a middle box department store. It came up to 46 remodeled subsidiaries, the biggest experience in my career in retail, some these achievements were:

Being part of the developing team in creation in layouts of new departments, apparel for children, sportswear, Kitchenware, Furniture, Electronics, appliances, technology & Outdoor.

I trained 700 new associates, 78 area managers and 46 managers. In houseware products.

I trained personnel JDA & SAP for daily analysis on stock target and prices, new POS system for payment centers.

Weekly Market studies to analyze rival stores and

I controlled stock taking and periodic audits.

75% in constant traveling nationwide

Management in Human resources, I interviewed, contracted and formed associate teams for each store,

My achievement in sales had a sustained growth with the new departments increasing participation from 20% to 45% in the total company budget in the last 10 years.

Important positioning in market.

Education Background

Technician in Industrial Mechanics, Universidad Técnica Federico Santa María, Valparaíso, Chile

Born American US citizen

Native Spanish

Contact this candidate