Eric Marmol

Provide operational leadership and guidance to store management for 50+ locations in the Midwest and East Coast.

• Work directly with store teams and district managers to train processes and communicate tools/techniques to build continuous improvement culture.
• Partner directly with Finance, IT, e-comm, Buying/Planning, Marketing, Logistics, and HR teams to drive new initiatives and streamline existing procedures with goal of boosting store level productivity and profitability.
• Consulted on development of, and managed rollout of new technology and programs to stores including: new POS Systems, physical Inventory processes, and mobile technology.
• Collaborated on development of training programs for new processes and technology. Implemented in person training for those programs including Work Force Management, POS Systems, and 5S processes. Developed remote training materials and programs for operational and management development. Recognized by Director of Training and Development for contributions to training programs.
• Created custom heat map to gather data from multiple platforms for 32 KPIs. More intuitive data display helped field personnel more easily identify key opportunity areas and drive performance. Ease of use led to adoption by additional districts and 35% increase in operational performance.
• Identified gaps in store processes and developed reporting to capture loss that resulted in estimated potential savings of $950,000 annually.
• Managed new store opening process for 14 Buy Buy Baby stores.

Provide operational leadership and direction to store management for a district of 16 stores in the Mid Atlantic market, including:

• Logistics coordination and communications, Carrier Schedule Optimization.
• Policy and procedure compliance.
• Produce, enhance, and coordinate all reports required for accurate monitoring of POS performance, waste/shrink, freight flow, labor performance, and new store set up.
• Identify areas of improvement then develop and implement improvement strategy.
• Develop processes and created reports for budgeting, reconciling, cost tracking, and waste/shrink management.
• Create, edit, and analyze various financial and statistical reports daily, weekly, and monthly for operational compliance.
• Responsibility is to filter data for each store to have actionable info available to store management staff.
• Analyze monthly exception reporting and was able to save stores over $75000 annually.
• Managed opening process for 16+ new Bed Bath and Beyond locations.

Maintained responsibility for all aspects of store operations, merchandising, buying, associate recruiting, onboarding, and development, as well as leadership development.

• 4 locations in Philadelphia market.
• Promoted from Assistant Store Manager to Store Manager to take over fourth highest volume store in 21 store region.
• Within 10 months raised sales 14% to improve to third in region.
• In that same 10 month span was able to reduce waste 40% by implementing stricter controls on all operational functions.
• Selected to plan, staff, and execute successful opening of next two BBB superstores to open in Philadelphia market.
• Last store prior to promotion to District Trainer was used as training location for all new district and senior store management within our district.
• All stores met sales goals and exceeded waste expectations during tenure as General Manager.

Responsible for all non-selling aspects of store operations.

• Managed all onboarding of associates, scheduling, daily human resource function,s and employee development.
• Managed customer service functions, invoicing, receiving, inventory control, sales reconciliation, and facility maintenance.
• Acting as Store Manager in Store Manager’s absence, making all appropriate decisions.
• Assisted in opening 5 new stores in the East Region managing 8-10 other Managers, 70+ associates during the 3 week process.

Responsible for everyday operation of individual department.

• As hardlines/softlines manager, responsible for all selling aspects of store merchandising.
• Pricing integrity and unit integrity.
• Provided input on buying decisions.
• Supervised 5-10 managers and 8-12 associates.
• Worked with senior management to improve overall operation of store.