Julian Cabezas

• Tracked, analyzed and executed quality and continuous improvement initiatives to hold departments accountable for performance.
• Spearheaded continuous improvement initiatives to increase operational excellence and development.
• Transformed existing processes and rebuilt platform to optimize information utility and process efficiency.
• Delivered bespoke analyses and insights to define and drive growth across brand key performance indicators.

• Managed a team of 24 sales consultants and one assistant manager within 4 business units of JFK's Terminal 8 in Currency Exchange, totaling $30 million annual Terminal transaction volume.
• Core responsibilities- onboarding, personnel management, inventory management, AML compliance, driving top and bottom line growth for all business units.
• 
  

Effectively and increase their capacity for higher

volume revenue, I would utilize one-one coaching coupled with daily role plays focusing on the consultative selling approach and negotiation with customers. By utilizing a flexible sales pitch that was empathetic to customers travel and budgetary needs, I was able to improve our average customer transaction value from $250 to $287.56

• Responsible for onboarding in the new hire process, I developed a training manual that outlined daily procedures and responsibilities during a sales consultant’s shift. This reduced training for each new hire from 6 weeks to 4 weeks and created a uniform criteria and expectation for performance regardless of new hire or trainer involved.

• With inventory management one of our highest variable costs, I used flight maps, currency order forms, and recycling of currencies between all five locations I manage to reduced cash in transit costs by 28 percent.

• Operational control and Anti- Money Laundering are a major focus by our compliance team, with quarterly audits held to improve cash handling procedures and KYC checks. I combine daily communication with quizzes and quarterly actions plans per site to hold our staff accountable, knowledgeable and aware of operational expectations. Since Q3 2014 we have always scored above benchmark of 85% on quarterly audits with an average of 92.7% in 2015 and 94.1% in 2016.

• An industry shift from cash to credit and debit as the primary form of payment in first world countries has created an opportunity for growth for alternative cash solutions. With our Multi-Currency debit card serviced by MasterCard as the product, I converted a low unit selling item as a primary add-on for customers who do not wish to carry large amount of cash in hand. Coaching staff members to actively listen to customers’ needs and playing to the strength of the card’s reliability, reloadability, and replaceability features, our locations sold a combined 232, 727, and 1153 cards in 2014, 2015, and 2016 respectively.

· Implemented key initiatives in upselling tactics, restructured labor workloads, and maximized workflow processes among 35 franchised restaurants and 10 operators that increased revenue 7% ($70 million to $75 million)

· Ranked in the top 6% (5 among 90) for the west coast division for Q3 and Q4 of 2013

· Trained all management to improve brand loyalty and increase repeat business by prioritizing a customer experience survey tool- Average score increased from 75% to 82%.

· Led quarterly group trainings and one-on-one coaching sessions to develop current management in place for each franchised restaurant

· Improved operational performance from BK standards by implementing inventory management system that tracked prior consumption and accounted for projected heavy traffic events

· Oversaw beta rollout for initial delivery service to 10 franchised restaurants and problem solved initial issues of market awareness, labor distribution, and service consistency • Cultivated relationships with senior leadership to gain store buy-in