Jeremy Foglesong

• Served as principal stakeholder over organization's complete operations.
• Monitored market conditions to set accurate product pricing and take advantage of emerging trends.
• Oversaw business budget planning and administration, accounting functions, purchasing, and bi-weekly payroll to handle financial needs.

November 2017 - June 2020 - District Manager

• I transitioned into District Manager in my region.
  During my time I was able to help 11 stores grow 22% year over year.
• I was able to win three different awards for taking standard customer connection scores of 30 to 76.
  On a weekly basis I would hold 5 of the top 10 spots around this metric in our region of 410 stores.
  

August 2016 - November 2017 - Dual Manager

• During this time I was supporting new managers establish themselves in their store when they were onboarding. I took on a second store when one of those candidates failed.
• Lead recruitment drives for stores in our region, helped the district manager by going to recruitment events.
• Built a steady pipeline coming out of my stores of new store supervisors. I had supervisors in 8 of the 11 stores by this point.
• I started my work on challenging the a key metric. Connection score accepted result was a 30 which meant 30% of our customers had an amazing experience. I felt we could do better,
  

July 2015 - August 2016 - Starbucks Store Manager

• Took a small café store and grew it by 80%
  I did this by rearranging my store and bringing in additional equipment.
• I then had to retrain my staff to work shoulder to shoulder in a very tight space.

Sept 2015 - Sept 2016 - Toy Store New Account Manager - I took on a project to work B2B and sell the Games Workshop line. Games workshop is a Toy Manufacture.

My teams responsibility was to learn how to work with Toys Stores in the US market place. My team came at this three ways. Cold calling, Trade shows and Road visits. Would spend one week cold calling building road visits some place in the US. Then would go out on the road for up to 16 days.

We opened in 42 Toy stores and 33 Hobby Shops which brought in anywhere from 15,000 to 20,000 dollars of the games workshop line.

June 2012 - Sept 2015 - Corporate Recruitment Manager - I was able to come in and completely change the recruiting standards.
Recruiters went from making 100 calls a week and presenting 2 candidates per a store, To making 500 calls a week and presenting 8 to 12 candidates.
Reduced the 13 week cycle from launching a project, training candidate and being in place, Down to 7 weeks allowing us to cover more projects aggressively. Reducing the burden vacancies would cause the business.
Implement Facebook as a profile for the recruiting department along with creating store pages that allowed us to find higher quality candidates in local communities.

May 2011 - June 2012 - Hobby Center Manager - I was responsible for a Games Workshop Hobby Center

I took an underperforming Hobby Center and turned it around by growing it by 32% in a one year period.
I did this by focusing on store standards and customer recruitment. I was one of the fastest growing stores in the company.