Transcript
WAYNE CIANCI
Covina, California 91724 626-488-0000
[email protected]
Highlights
• • • • • Ranked all stores cumulatively in performance factors from top performers to bottom. Awareness of individual performances improved significantly increasing overall sales to obtain comp sales. Removed inconsistencies within day-to-day operational compliance between district stores by conducting meetings to review operational management practices and define procedures. Researched operational controls and processes, discovering and eliminating internal processing errors. Executed warehouse sales at a 50,000-square foot location by utilizing strategic planning for event safety, customer traffic flow, merchandise/inventory levels, staffing, and scheduling. Implemented a “Customer Comes First” program, motivating associates to provide outstanding service by creating an innovative program, resulting in an initial sales revenue increase of 4%.
Professional Experience
Store Management
CASUAL MALE XL
2009- 2014
Responsible for the overall operation and performance of the store including sales, merchandising, operations, staff selection and supervision, training and development, loss prevention and expense control. Develop, foster and maintain a customer-focused store culture; enhance the buying experience, and build relationships. Liquidation Consultant
TIGER CAPITOL GROUP, LLC, Hayward, California
2008- 2009
Overseeing two Mervyn’s locations, completing the liquidation process due to filing Chapter 11 District Regional Manager
THE SHARPER IMAGE, San Francisco, California
2005-2008
Responsible for ten locations in Los Angeles and San Fernando Valley. Ensured management teams were developed for their positions, evaluating the teams’ ability to follow and understand Sharper Image Policy & Procedures as well as all California Labor Laws. Acted as Human Resource field representative. Motivated stores to ensure they meet objectives; Management Sales Goals, Performance Factors (RSG, PWP, Name & email capture) and Payroll hours below at or below plan. District Regional Manager 2000-2005 TIMBERLAND, Stratham, New Hampshire Oversaw ten locations on the West Coast, directing and coordinating the activities surrounding product sales and services. Directed P& L budgeting and contributed to the development and execution of corporate business strategies. Served as a representative during promotional activities demonstrating company core values including humanity, humility, integrity, and excellence. Led the recruitment, training, and development of store management teams. Achieved goals in revenue, payroll and management matrix compliance, SPAH, ADS, UPT, controllable expenses, and inventory shrink. Developed strategic planning to increase sales. District Regional Manager (1998 - 2000) 1996-2000 MIKASA FACTORY OUTLETS, Secaucus, New Jersey Prepared budgets and approved budget expenditures for nine locations. Ensured compliance with company policies and procedures. Served as a key communication link between district and corporate executives. Maintained district shrink loss below company average and achieved the lowest attrition rates within company departments. Achieved goals in revenue, payroll management, controllable expenses, and inventory shrink. Reviewed inventory stock levels in specific classifications to ensure accuracy; located inconsistencies to show actual reporting of increased sales. Recruited, trained, and evaluated new manager performance standards. Store Manager (1996 – 1998) MIKASA, Long Beach, California Coordinated all store activities for the second largest location. Directed activities of a staff ranging from 40-60, set schedules, sales goals, and provided budget projection. Partnered with the wholesale division to execute many successful warehouse sales. Encouraged staff members to provide superior customer service by holding meetings and following up with individuals, securing quality standards.