Christopher Comalander

• Excelled during Covid-19 Era orchestrating deliveries and securing shipments of goods from numerous vendors to avoid out of stock situations
• Assessed, optimized and elevated operations to target current and expected demands.
• Increased profits by restructuring store layouts, enabling more efficient inventory management, financial planning and sales performance.
• Secured store perimeter and enforced procedures to minimize losses and protect store assets.
• Met budget targets by controlling expenses and eliminating wasteful behaviors.
• Reorganized sales floor, changing product layout to optimize customer flow and improve product visibility.
• Hired, trained and managed team of 40+ associates, including evaluating performance and enforcing disciplinary actions.
• Delegated work to employees based on shift requirements, individual strengths and unique training.
• Managed sales, reconciled cash and made bank deposits while performing store opening and closing duties.

In November Mannings buy out of Cains was official. My overall job responsibilities nearly doubled due the cuts made in payroll. Several positions were eliminated and absorbed into my work week, I.E. Dairy and Frozen, office opening and closing, DSD receiving and pricing.

• Established, enforced and updated policies keeping business agile and responsive to changing market conditions.
• Set schedules and delegated assignments based on team member strengths to optimize floor coverage and service levels.

I was tasked with the duties to train a new store director how to grow sales and cut cost at this location using Cains policies. Immediate results such as lowering payroll cost by consolidating several positions that were not vital to this particular stores operation, I.E "Dairy Manager and Frozen Food Manager". Furthering cashier training also reduced our constant need for office clerk personnel. I also reached out within the community to our well known "Prodisee Pantry" for added sales and profit, averaging over $40k in additional sales annually.

Working for an independent grocer has many advantages. Each team member has a greater chance of success within the company due to the small distance between employee and owner. I am responsible for all perishable departments and there respective employees.

I am involved in the proper scheduling and weekly budgeting for these departments as well as inventory control.

Addressed customer inquiries and resolved complaints.Completed weekly schedules according to payroll policies. Directly responsible for daily cash office accountability. Once announced that this store location was closing I chose to source outside of Bay Minette in order to once again start climbing the ladder of success.

I held this title while Produce Floral Manager and Service Lead. I was responsible for opening and closing the store as the only manager on duty. Usually I would open two or three days a week and close one night a week.

Joined Winn-Dixie as a means to stay local within Bay Minette community. At the time I interviewed with the store director he had agreed to express train me with his endorsement to take his store over once he retired in the next 3-5 years. As a department head it left me with only three levels required position experience needed to direct a store with BiLo. As the department manager I was responsible for direct supervision of 6-8 employees, their schedules, training, and performance, as well as disciplinary actions. I also ordered, inventoried and forecast for the department. Combined Produce and Floral ranged from an average of 10k weekly to over 20k during holidays. Previous department manager had retired approximately two months prior to my arrival and department was in horrid condition. Basically whoever could be in there for the day to help out regardless of experience was who was taking care of the department. During my time in this department i developed an excellent well trained staff in produce and floral using my past contacts within the community. I was able to transfer out of Produce Floral and have my assistant take over the departments while I became the front end Service Lead or Office Manager, this was one step up the chain to my Store Director goal.

This store was littered with unmotivated and intimidated employees. Prior management was ignorant to total store operations and procedures. This establishment quickly turned around by giving over whelming support and encouragement to the department heads and developing a friendly and inviting atmosphere for our customers. I received maximum bonus points for each year there based on three different goals: sales, payroll, and net profit. I also received manager of the year award based on highest increase over budget in a fiscal year.

Came in behind previous managers inventory disaster. He had been padding inventory for years among other unethical acts. Helped develop staff and regain profitability. Then was given a chance to move closer to home to manage a more troubled store.

Found store in shambles. Poor merchandising, poor inventory and untrained staff. Customer base was extremely abusive to previous management. Store was back in black after three periods(months) after gaining the customers trust. Recruited seventeen year old head stocker from store #10 and trained him as my Asst. Mgr. Once i was asked to go to next store, he was promoted to store manager of that location.

Learned importance of customer service and principals of store operations.

Developed personal skills to motivate and discipline employees.