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<pre>Array ( [var] => cut_url ) </pre> Resume for David C. for Executive Manager / Retail in Springdale , Arkansas. Search More Resumes for Executive Manager on #JYOCMH17I

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Resume for David C. for Executive Manager / Retail in Springdale , Arkansas

Occupation: Executive Manager Industry: Retail
Country: United States City: Springdale
State: Arkansas ZIP: 72762

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Brush Creek Rd
Telephone: ..
Springdale, AR
StartUp & Emerging Ventures / Turnarounds & Revitalizations / HighGrowth Corporations
Powerful Strategic & Tactical Leadership / TripleDigit Revenue & Profit Performance
Quintessential business leader consistently successful in defining realtime business strategy and translating into high
impact actions, operations, and financial results for the world’s largest retailer. Expert in transforming new business
and new market opportunities into reality, restoring profitability to underperforming operations, and driving teams to
top performance. Topflight problemsolving and decisionmaking talents with a keen awareness of global implications.
Broad crossfunctional leadership experience across all core business functions with emphasis on business and market
analysis; strategic planning; store design / planning; operations startup and management; team building, leadership,
and development; market positioning; project leadership; P&L; budget control; brand building; and process
improvements. A seasoned, resultsoriented executive with a track record of exceeding objectives in difficult markets.
World’s largest retailer with $B+ in annual sales and more than M associates.
Vice President / Regional General Manager – Store Operations to
Senior operating executive with full strategic planning, operational, and P&L management responsibility for
regions of increased size and market reach, culminating with oversight of company’s largest business unit with
$.B in sales, K associates, and stores. Challenged to drive and sustain rapid, profitable growth through
strong and decisive leadership of store layout / design, redesign, and openings; market saturation and
positioning; branding; people development and management; and more. Managed a person market
management team and directed the activities of a person team of regional directors representing all functional
business areas. Administered $M capital expense budget.
 Operations / Performance Improvement. Tasked with turning around $.B North and South Carolina
region with highest new store growth of all units planned – conducting indepth business analysis and crafting
strategies to counteract declining comp store sales, highest shrinkage loss in company dollars and percent,
and low customer experience scores. Results:
 Decreased shrinkage by $M with new loss prevention strategy, stockroom performance standards, and
inventory reductions.
 Created and deployed “customer must win” program that lifted customer experience ranking from st to
nd out of business units.
 Reduced year ROI and comp store sales decline, achieving highest ROI performance improvement
 Business Revitalization. Strengthened operations, competencies, and performance of largest business unit.
Revitalized operational standards, upgraded leadership team by attracting and developing highperformance
talent for key staff roles, revamped business model to foster environmental sustainability, and refreshed
corporate brand image by forging relationships with community and government organizations. Results:
 Grew store footprint by .M square feet.
 Amplified market share bps.
 Produced $.M productivity savings through improved standard operating procedures.
 Revenue & Profit Building. Delivered impressive sales and market share growth in Michigan and northern
Indiana region despite large big box combination store competitor, Meijer, and sharp economic decline:
spearheaded box size rationalization, process improvement, and merchandise productivity / assortment
evaluation efforts to support consumer demand and gain market edge. Results:
 Reduced new store size by K square feet, lowering cost of investment to successfully improve ROI and
maintain market share expectation.
 Brought territory from the lowest in sales per square foot to level of other U.S. stores / business units.
 Increased store footprint by M square feet / units in years.
 New Sector Expansion. Championed the entry of food offering / supercenters in Detroit market with
diverse consumer demographics. Evaluated market – determining best locations to serve consumers and
deliver highest returns – and established year strategy that included the conversion of Walmart discount
stores into supercenters. Results:
 Opened stores in first year, attaining sales levels that exceeded expectations in a waning market with
profits that surpassed all of Walmart’s other metro markets.
 Augmented market share from % to %.
 Garnered above average merchandise productivity levels by tailoring assortments for each consumer base.
 Achieved highest customer experience results companywide.
 Instigated cost controls via process improvements and shrinkage that delivered profits above goals.
 Market Expansion & Repositioning. Planned and projectmanaged the introduction of new supercenter
stores while simultaneously repositioning existing units in northern California and southern Oregon geography.
Built and led a resourceful, crossfunctional team in the development of strategies to successfully introduce
food offering to markets, improve operating conditions and leadership, resolve political and regulatory issues,
and meet consumer demands. Results:
 First northern California supercenter earned strong acceptance by both consumers and community officials,
achieving firstyear sales of $M.
 California stores outperformed all other U.S. stores in firstyear sales volumes and customer traffic,
becoming the highest sales per square foot state throughout all Walmart U.S. operations.
 Market introduction strategy was later implemented in challenging Detroit market due to success.
 Market Segmentation / New Store Design. Charged with transforming Kmart supercenter building in
Dearborn, MI into a unique Walmart store catering to the largest population of Middle Eastern consumers in
the U.S. Designed store layout and tailored merchandise assortments to meet needs of demographic. Selected
and trained management team and coordinated trips into Middle Eastern market to educate merchandising
team and secure local suppliers, ensuring proper support of business venture. Results:
 Store was wellreceived by consumers, opening with the highest sales volume in the state with first year
sales $M despite smaller store size K square foot less than average Walmart stores.
 Success serving distinctive customer base and delivering on Store of the Community SOTC as only store
of its kind in the chain garnered media attention from the likes of CNN, CNBC, and national newspapers.
 Competitive Market Positioning. Charged with winning market share away from HEB Food Stores in their
key markets. Devised market growth plan for San Antonio and market saturation strategy for Houston that
entailed the conversion of Walmart discount stores into supercenters and the addition of newly formatted
neighborhood markets. Additionally built leadership team with the skill sets to compete against strong food
competitor, developed strategic food merchandise assortment, and created market pricing strategy. Results:
 Successfully planned, staffed, and opened supercenters in San Antonio, supercenters in Houston, and
new neighborhood markets in Houston within months, adding M square feet to market.
 Fashioned year plan for the buildout of supercenters and neighborhood markets for both Houston and
San Antonio, enabling company to protect and gain market share in critical markets.
 Branding / Corporate Image. Improved corporate image with consumers in Michigan in an environment of
uncertainty and growing unemployment as a result of automotive industry downturn: designed strategic giving

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