Manager Sales

Martin Good 410-***-**** ******.****.*****@*****.*** Washington, DC

Food and Beverage Leadership

Summary

Expert Strategic and Operations Leader, Retail and Licensee, with 25+ years of experience driving significant results through dynamic foresight, strategy, and leadership, building successful teams and increasing profits.

Accomplished, results-driven Operations Leader with broad-based expertise leading effective strategy, territory and team management, and revenue growth in food and beverage businesses.

Expertise in building effective strategies that substantially increase revenue and management strengths while improving market share and sales effectiveness.

Influential strategist who leverages unwavering commitment to excellence by building and executing innovative business tactics.

Areas of Expertise

Customer Experience Business Development Influencer Industry Expert Training Collaboration

Multi-Channel Operations Management

Driving Revenue and Profit Growth

Managing Broad Geographic Territories

Defining Multi-Location Sales Strategy

Overseeing Large Teams

Developing Robust Business Relationships

Professional Experience

Franchise Business Consultant, California Tortilla, Potomac, MD 2019 – 2020

Scope: Achieved immediate and substantive contributions impacting franchise owner skills with business acumen; improved customer service, increased operational compliance, and profit growth.

Strategic Planning: Developed long-term plans and goals for franchise business groups, including outcomes with timelines; planned and supported tactical approach; increased comp sales in four franchise groups averaging 4% within three months.

Profit Growth: Focused owner approach addressing profit growth; grew profit in 25% of locations by average of 2% over five months.

Health and Safety: Increased health and safety score by average of 95%, up from 70%, for outliers within two quarters.

Change Champion: Proactively linked financial performance to market research and shopper and social media service scores; developed coaching, accountability strategies, and goals for restaurant owners addressing findings and feedback.

Grew sales 1-2% over three months

Increased shop score 5% over six months

Drove operational leadership engagement

Operational Cost Control: Established higher level of operating controls for supply costs and marketing expenses, food cost reduced by 5% within two months for 50% of locations, six months for territory.

Human Resources Leader/Retail Manager, DSW, Inc, Columbus, OH 2018 – 2019

Scope: Led affiliated Business Group, a division of DSW, including vision, strategy, and execution for all facets of Human Resources, including strengthening talent development, recruiting and hiring, performance management, succession planning, and leadership coaching for $15MM operation.

Influencer: Influenced high performing managers to increase critical thinking and coaching skills; built team and individual capacities, addressing ongoing challenges; expanded loyalty program enrollments by 30% in four months.

Leadership Development: Led multi-unit District Manager group, improving training and coaching for General Managers; instituted more effective performance model; reduced turnover by 20% in one quarter and created development plans for Assistant Managers.

District Manager, Affiliated Business Group, DSW, Inc., Columbus, OH 2016 – 2018

Scope: Internal division consultant, providing coaching and leadership development to 1 Regional Vice President, 5 District, and 41 Stein Mart Store managers in Mid-Atlantic region stretching from Massachusetts to North Carolina.

Audit Rhythm: Planned and executed site audit cycle with market leaders for on-site assessments, identifying performance improvement opportunities, and building operational proficiencies aligning with both companies' brand strategies.

Ensured consistent approach across markets to sales, planning, talent, and service challenges

Increased margin growth 3% over three quarters

Strategy Development: Introduced strategic planning skills as core competency for multi-unit managers; collaborated with company and market leaders, developing market-wide plans for revenue growth and talent development.

Training and Development: Enhanced coaching skills of multi-unit market leaders and high-profile team members; recognized for outstanding performance in operational improvements through executive and multi-unit and market leaders.

Relationship Building: Fostered relationships among team members, delivering consistent approach to promotional execution and revenue growth; synced shared vision to KPI and competencies among leaders.

Increased gross margin 5% in total territory over six months

Increased sales in struggling markets by 10% in same period

Increased holiday stock sell-through up to 90%

Regional Field Café Operations Manager, Barnes & Noble, Inc., New York, NY 2005 – 2016

Scope: Oversaw café operations in 75 Barnes &Noble locations representing $50MM in annual revenue, with 75+ café and store managers.

Strategic Planning: Championed strategic planning approaches in sales, profit, talent, and customer service for eight district managers by enhancing and implementing company goals based on specialty business needs.

#1 in company for sale to plan for five years

#1 in gross margin contribution 8 of 11 years

Exceeded GN by 3%

5% average comp sales for eight years

Promotion/Seasonal Expertise: Holiday sales surpassed revenue goals every year; holiday promotional brands sell through exceeded 90%.

Change Management: Created selling and service program; addressed revenue challenges and downturn in foot traffic by local trial phase graduating to companywide program; influenced executive leadership to integrate into learning programs and crop communications; increased tickets by 5% overall, added 2% to department (750 stores) by year-end.

Collaboration: Partnered with corporate marketing and supply teams, ensuring department programs aligned with business and marketing strategy, including attaining objectives by high engagement.

Informal Check-ins: Informally and frequently checked in with leaders, discovering buy-in levels and current engagement; promoted communication between HO and field teams; accelerated strategic plans for holiday and category performance, adding to top-line revenue increases of 3% in food and 1% in gifts over plan.

Vendor Management: Guided third-party vendors, improving responses to organizational service needs; set forth proactive service approach; reduced delivery complaints to under three per week; increased on-time delivery to 90%; improved order cadence and skill; increased year-end rebate from third-party delivery by 5%.

District Manager/Learning Specialist, Starbucks Coffee Company, Washington, DC 1995 – 2005

Education, Certifications, Training

Master of Science Coursework in Clinical Psychology, Loyola University, Baltimore, MD

Bachelor of Arts in Theology, Loyola University, Baltimore, MD

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