Clarke Vaandering

• Led store operations, ensuring optimal inventory levels and exceptional customer service.
• Developed and implemented training programs for staff to enhance performance and efficiency.
• Store Volume ranged between $5 million and $16 million, with 40 to 85 associates.
• I ran sales increases in 16 out of 17 years, from 2 to 14.5 percent.
• At my last store, I reduced shrinkage from 2.45 percent to 0.71 percent. which was the lowest in the district 2 years in a row, and .22 percent better than the company average.
• Every store I managed for the full fiscal year had inventory shrinkage under 1 percent.
• Attrition was consistently 18 percent or lower.
• I saved the store, district, and region $87,000 by spotting an accounting error on my P&L

What I'm most proud of is, I was asked to turn around a broken store with flat sales, high attrition, high shrink, and a corporate audit score of 50. Within 14 months, I turned around the store with a $1,000,000 sales increase, shrinkage under 1 percent, and attrition at 15 percent. With a corporate audit score of 82% (80 is passing)

Supervised and led a team of associates, providing ongoing training, mentoring, and performance evaluations to foster employee growth and a strong work environment.

Promoted a culture of belonging, addressed associate concerns through the company's "Open Door Policy," and championed team-building initiatives.

Drive financial performance by achieving sales goals, managing budgets, and implementing strategies to control expenses and increase profitability.

• Store sales volume ranged between $38 million $92 million, with the number of associates ranging between 200 to 500.
• I ran sales increases every year from 5% on up.
• Was asked on several occasions to assist in turning around struggling stores.
• Audited stores in the District.
• Established relationships with local groups and served as a company representative, such as the Chamber of Commerce.
• I was actively involved in financially assisting groups such as Boy Scouts, Girl Scouts, Veteran groups, and other 501c3 organizations.

What I'm most proud of is building a Store from the ground up in the community I was living in, with the new layout and structure the company implemented for all its future stores to follow. The store was so successful that its sales were nearly double those of the nearest Walmart.

• Led cross-functional teams to enhance operational efficiency and implement best practices across multiple stores.
• Developed strategic plans to optimize sales performance and improve customer satisfaction metrics.
• I oversaw 10 stores with sales ranging from $400,000 to $1,000,000
• The district consistently had increases of about 8 percent.
• Inventory was done quarterly, then every 6 months, so the shrinkage was addressed immediately, and best practices were put in place.

What I'm most proud of is when I was a rookie manager, I ran a 52% yearly sales increase and was recognized as the Manager of the Year for the Midwest Division