DONALD ROSS

• Key Performance Indicator_Store Sales top 5% of the company, 21% ahead of company performance.
• KPIs are all others' top 1% in the company, ex. Credit, conversion,
• #1 individual sales percentage over sales plan two years running in largest district in company
• Cultivated repeat business by addressing customer concerns with approachable, expert service.
• Analyzed customer feedback to implement operational enhancements and elevate satisfaction.
• Diagnosed operational issues and executed targeted process enhancements to elevate workplace safety and productivity.
• Surpassed team goals and addressed issues through sharing and executing customer service initiatives.
• Formulated store tactics and strategies to enhance operational performance and sales objectives.
• Trained and mentored associates to teach daily tasks and procedures.

• Managed department priorities and provided leadership for on-time delivery production
• Employed safe operating procedures when operating equipment sort, load, unload, and transport consumer products
• Directed and coordinated projects to enhance logistics efforts and strategies.
• Employed Zig Ziglar and LEAN strategies to maximize ROI

• Acting Vice President of Regional Operations; 131 stores, nine regional district managers, 1200 team members with annual sales revenue over $400 million dollars.
• Sourced and recruited top talent for retail store positions; verified recruiting processes to meet new store opening deadlines.
• Collaborated with store managers to achieve increased comp sales plan 15/15 years.
• Supervised a district of 15-17 stores; 175 team members, with a $70 million dollar market capitalization and annual sales of $50 million.
• Achieved annual net profit of $3-5 million per year, 15/15 years. Same store comp sales increase from 5-15% per year.
• Supervised the administration of $5-6 million dollar yearly payroll budget.
• Identified and developed top talent within management structure to promote performance-oriented culture.
• Spearheaded task forces on payroll/sales maximization. Implementation of a clientele system, that aided in the growth of the corporation from $990 million to presently over $6 billion annual sales .
• Designed a Holiday Dollar Redemption Program which increased annual sales over $30 million dollars yearly.

• Achieved annual sales volume in excess of $30 million dollars by motivating all employees to continuously exceed objectives.
• Restructured frameworks, hired optimal staff and enhanced training programs of a failing district before my arrival. Increased sales revenue 15 % and bottom line profit 35 % each year 2003 and 2004.
• Promoted to largest multiple banner district in the corporation located in Wisconsin, Illinois and Minnesota. Kay, Goodman, Osterman's, Shaw's and JB Robinson Jewelers.
• Supervised , recruited and trained 16 team leaders; managed performance metrics within Pennsylvania to achieve a 15 % comp sales increase.
• Analyzed regional market trends and spearheaded growth initiatives to improve operational standards.
• Created customer service model at multiple locations, resulting in 13 % increase in customer service ratings.

Tenure included management of four Signet locations all achieving company leading sales performance improvement of 10-20% per year, leading to twice achieving Manager of the Year award status in 2000 and 2002 company wide. Only team member in 110 year company history to achieve multiple awards. Team achieved multiple awards in Customer Service 2000, 2001 and 2002, number one performance on special events 2000 and 2002, highest profit increase in 2000 and 2002, consistently achieving sales plan 12/12 months 2000 and 2002 . Exceeded 54/58 monthly sales plan with over 100% of target.

• Initiated,developed and facilitated sales training sessions
• # 1 manager in personal sales volume in each clarification all 5 years.
• Developed and managed an operating budget of over $4 million dollars.
• Recruited, trained and mentored nine team members to a peer store manager position.
• Increased sales revenue from $500,000 to $1.3 million dollars with a 150% net profit increase at Belden Jewelers, in 2000.
• Increased sales revenue at Kay Jewelers in fiscal 2003 from $2.0 to $3.0 million dollars with a net profit growth of 75% to $550,000.