[var] => content
[type] => preview
[var] => cut_url
Howard J. W. Dean Court ♦ Minneapolis, MN
Returning to my roots where I achieved
my greatest professional success. Seeking a Senior Leadership
Operations position, where primary focus in driving sales and profits
is achieved by building customer loyalty through consistent innovative
delivery of quality products and exceptional customer service.
Detail and resultsoriented, integritydriven leader who accomplishes
key company objectives through
carefully selected, welltrained people
who understand the importance of their jobs and are given the training,
tools, coaching and accountability to be successful and grow professionally
multiunit retail operations, driving high sales and margins with customercentric
full P&L responsibility for three < $m companies
all infrastructure for two successful retail startups that fulfilled
plans resulted in leading name brands in both startups’ markets by
end of Y
on the Customer Loyaltycentric culture published March
Cofounded and served as Director
of MultiUnit Operations for two < $m retail startups in unrelated
servicedependent industries bakery/ coffeehouses and athletic clubs.
Developed and executed marketing programs for both companies that resulted
in leading name brands in their respective markets, one in less than
six months, the other by end of year one. Consistently delivering high
quality products and services the customers wanted, coupled with corporate
cultures committed to exceeding customer experiences, were key contributing
Opened and managed operations
of four retail bakeries in first three years of an upscale, gourmet
baking company with retail, manufacturing and distribution divisions.
Planned and executed all logistics for new store openings.
It was named Portland’s bakery less than six months after opening.
Sales in month one hit $, far above industry norms and exceeded
$, in month four. Per square foot sales for first four stores
ranged from $, $, industry norm was $. Portland
stores averaged % contribution margins, in line with industry metrics.
Athletic club startup was
first to offer fullyequipped fitness centers in San Francisco Bay Area.
By achieving engagement of its members through various health and wellness
programs that were constantly evaluated and modified through member
feedback systems, clubs’ annual “controllable attrition” was consistently
in the % range, significantly better than industry standards.
Returned an average of % on sales to ownership in first six years
Successfully executed a financial
turnaround for a , sq. ft. $m sports and fitness complex that
had lost % of its customer base. Increased customer levels %
in months, increasing cash flow in less than two years to % of
income after debt service.
Sabes Jewish Community
Center Minneapolis, MN
Chief Operating Officer nonprofit
Served on the JCC Executive Team and
shared in the leadership of the Center, including strategic direction.
Oversaw and held P&L responsibility for various program departments.
Provided leadership to the
Health and Wellness department for a sixmonth period following departure
of the General Manager, meeting primary financial objectives and maintaining
quality service delivery.
Staffed and led two board
taskforces that developed strategies for increases in program participation
contributed revenues in two lowperforming departments.
Howard J. W. Page Two
LLC Portland, OR
Provided business management consulting
to small businesses. Services included business plan development,
multiyear forecasts, financial management, business model analysis
and market research.
Oregon Wire Products,
LLC Portland, OR
Managed operations of a yearold $m
manufacturing company of steel wire products that had just been sold.
Key challenges included low employee morale, no marketing plan or website,
and no new products had been added for years.
Positively changed corporate
culture to one of valuing and recognizing employee contributions, sharing
financial statements with employees and offering bonus opportunities,
both firsts. As a result, employee productivity and commitment
increased, and turnover decreased.
marketing program, including the company’s participation at major
national industry trade shows and introduction of a nationally trademarked
line of retail wire garden products.
Big Wake, Inc.
Chief Operating Officer
Oversaw operations for a small startup
marketing and distribution channel for regional boat manufacturers,
enabling CEO to focus on funding, investor relations and strategic issues.
Marsee Baking Portland, OR
Director of MultiUnit Operations
’ – ‘ / New Store Development ‘ ‘
Opened and managed multiunit operations
for the first four retail bakeries of an upscale, gourmet baking company
with retail, manufacturing and distribution divisions. Planned
and executed all logistics for new store openings. Company’s
corporate culture was quality customer servicecentric, while also valuing
and recognizing employee contributions.
Developed and executed marketing
programs, including a preopening guerilla marketing plan that resulted
in company being named bakery in Portland less than six months after
opening. Sales in month one hit $, far above industry norms
and exceeded $, in month four.
Developed and managed growth
of its wholesale division to accounts in months, a strategy to
quickly create broad market brand awareness, far faster than what a
few stores could have done.
Per square foot sales for
first four stores ranged from $, $, industry norm was $.
The Portland stores averaged % contribution margins, in line with
Sequoia Athletic Club Canoga
General Manager financial
Held full P&L responsibility for
a , square foot club with $m in annual sales and staff.
Implemented club’s annual marketing plan. Club had lost %
of its customer base the prior two years.
Focused on consistent quality
service delivery and well maintained facilities, combined with collaborative
teambased problem solving. Successfully executed financial turnaround:
increased customer levels % within months and increased cash flow
in less than two years to % of income after debt service.
Howard J. W. Page Three
Schoeber’s Athletic Clubs, Inc.
San Francisco, CA
Cofounder and Director of MultiUnit
Developed all infrastructure for, and
oversaw all operations of, four fullservice athletic clubs with $m+
in sales and employee workforce of . Was first club company
to offer fullyequipped fitness centers in San Francisco Bay area.
Managed cash flow, held full P&L responsibility and directed all
Through consistent quality
service delivery that drove strong member referrals, and a targeted
marketing plan, established a leading name brand in its niche by end
of year one.
Through active engagement
of its members through various fitness programs that were constantly
evaluated and modified to meet member needs, annual “controllable
attrition” was consistently in the
% range, significantly better
than industry averages.
Through ongoing, focused management
of sales, expenses and key operating metrics, returned an average of
% on sales to ownership in first six years of operation.
Safeway Stores, Inc. & Food Fair
Stores San Diego, CA
Assistant Store Manager
Worked in all departments at the two
companies, stocking, pricing and serving customers. In last
months at Safeway, served as Assistant Store Manager, with responsibility
for employee hiring, training, scheduling, ordering and store maintenance.
San Diego State University
Bachelor of Science in Business, Marketing emphasis:
Carlson School of Management
Twin Cities Business Startup
Oregon Young Entrepreneur’s
International Health &
Racquetball Sports Association;
attended all national
conventions from ; ;
Minneapolis Jewish Federation
Annual Campaign Solicitor
Meals on Wheels
Cedar Sinai Park, Board
Member, Finance and Audit Committees
Mittleman JCC Chair, Membership
Portland Jewish Federation,
Board Member, Finance and Nominating Committees
Portland Jewish Academy,
Board Member , Board President