Chad Cutler

Responsible for food safety and food quality all while directing the daily operations of a start-up company adhering to GMP standards. Duties include hiring, training, financial responsibility, ingredient inventory, scheduling, production and packaging of food as well as distribution. Design and implement process improvements, team development, global support and collaboration of all departments. Microbial and allergen testing, developing and documenting Standard Operating Procedures, report analysis and record keeping as well as creating and implementing Food Safety Plans.

• Designed and implemented new production and packaging lines.
• SQF, HACCP and PCQI certified.
• SQF Audit score of 97% for 2017-2018, 96% 2019, 97% 2020, 91% 2021, 95% for 2022 and 2023.
• Enhanced operational efficiency and reduced labor expenses by developing and optimizing standard practices.
• Trained and guided team members to maintain high productivity and performance metrics.

Lead a sales and customer service culture while directing daily store operations for a $6M store, with two direct reports and 45 associates. Provide leadership for continuous team development and world class execution of company directives.  Motivate and inspire the team through collaboration, communication and personal recognition.  Educate teams on how to use all available resources in order to drive sales and customer satisfaction.

• Turned around underperforming store and was ranked 24 out of 145 stores on the Leader Board which consists of sales, payroll, conversion, summits, credit and web sales.
• Reduced shrink by $11,000 by adhering to policy and procedure, driving sales and providing amazing customer service.
• Developed and promoted 3 associates to Zone Manager and Zone Supervisor.
• Increased district firearms basket from $94 to $99 as Captain.
• Ranked first in Forsee customer service survey in district with 89% overall satisfaction.
• Increased margin from 35.3% to 37.1% .

Lead a sales and customer service culture while directing daily store operations with two direct reports and 35 associates for a brand new store. Provide leadership to ensure continuous team development and strong execution of company best practices. Motivate and inspire the team through collaboration, communication and personal recognition. Teach and train the team on how to drive sales and customer loyalty by utilizing all company tools.

• Interviewed, hired and trained all 35 associates before grand opening.
• Built fixtures and set the planograms before merchandising with product.
• Achieved Sales, Credit, Service and Conversion goals.
• Worked directly with construction team and freight companies.

• Signed off by District Manager to become a Store Manager.
• Provided support help in Flint, Utica and Grand Rapids stores.
• Presented training topics on how to drive sales at district meetings.

Lead a sales culture and directed daily store operations for a $16M store, with four direct reports, 85 team members and managed just under $1M in budgeted payroll. Provide leadership to ensure continuous team development and strong execution of company best practices. Inspire teams and focus on team culture through consistent communication and recognition. Educate teams on how to drive sales by being business owners that utilize company tools in order to deliver profit, great looking store and amazing guest experience.

• Increased margin from 3.1% to 5.2% which ranked 20 out of 1749 stores.
• Developed and promoted 2 Executive Team Leaders
• Selected by my District Team Leader to train new Store Team Leaders.
• Turned around underperforming store to achieve 1.6% sales improvement and overall culture.
• Created a solid team culture which produced zero dissatisfiers and 93% personal Leadership Upward Feedback on the Best Team Survey.
• Drove operational excellence from 82% to 88%.
• Strengthened overall store and employee productivity by elevating hiring standards, managing talent of underperforming managers and retraining everyone on their core roles.

• Achieved a 3.3% increase in sales over prior year by creating a business owner culture and guest service philosophy for all team members.
• Delivered profit to the bottom line by making payroll budget each and every month.
• Increased margin from 1.2% to 2.8%.
• Selected by District Team Leader to on-board new in role Store Team Leaders.
• Developed and promoted 3 Executive Team Leaders.
• Received a Green store assessment by the Group Leaders by having all Store Operation metrics followed to best practice.
• Created a solid team culture which produced zero dissatisfiers and a 89% Leadership Upward Feedback on the Best Team Survey.