Warehouse Manager Resume St. Joseph, MN - Hire IT People

Summary of Qualifications

Team leader with 20+ years experience in getting people moving in common and productive directions. While work experience has been in retail, the primary skill set relates to providing direction, resources, feedback, and help to employees. This approach has led to numerous turnaround situations and opportunities, all of which have been successful. Sales, costs, and guest service have all improved. Have relocated numerous times at request of employer to solve problems and get businesses on track.

Core Competencies

Merchandising Catalyst
Operational Planning
Problem Analysis & Resolution
Leadership Development
Human Resources
Team Coaching

Professional History

Confidential,2008 to Present

Warehouse Manager, St. Joseph, MN

Scope: Hired to manage a warehouse/distribution center serving the local area handling 6,000 cases of product a week.
Responsibilities: Coach and mentor one part-time employee. Communicate with 9 sales representatives to document orders and set up time for order pickup.
Work on Excel, Office and AS400 computer system to input daily inventory.
Create reports to show number of cases in/out in a day and cases moved per hour.
Count all inventory once a month to give accurate inventory numbers.
Worked to stay on budget that is set for this location.
Keep warehouse clean, neat and orderly for ease of loading transition.

Confidential, 1989-2008

Manager Trainee Assistant Department Manager Department Manager
Assistant GM - General Manager
Scope: Hired into unstructured management training program. After several short assignments, was promoted to assistant manager in front office. The promotions kept coming through the General Manager’s slot in Fargo. Successes there led to several “turn around” assignments until the current role, where the challenge was to open and manage a new store in Alexandria in April, 2004.
GM Responsibilities: Hire, coach and mentor all employees from Management to part-time positions; following company diversity & affirmative action goals. Performance reviews for all store employees.
Conducted weekly meetings with 10 department managers to communicate sales goals, upcoming promotions, outcome from General Office visits, product introduction, merchandising, promoting customer service skills.
Oversee monthly department meetings to go over each department’s goals, changes, and any issues with all department employees. Vendors would demonstrate new products and train employees.
Implemented goal incentive challenges.
Approved all pricing overrides or negotiations and dealt with escalated customer issues.
Communicated by verbal and written documentation with corporate office on daily sales and activities.
Worked with all outside maintenance contractors to ensure good building upkeep and appearance.

General Manager, Confidential, 2004 to 2008

$40M annual revenue store with 150 employees, outperforming most stores in similar markets.
Inherited a vacant HR Coordinator/Payroll position that was not filled due to inadequate compensation. Self-taught the position and trained 3 others to share in the duties. Not one weekly paycheck missed during this training period.

General Manager, Confidential, MN, 2000 to 2004

Asked to take on “problem solver” role, and challenged with cleaning up a highly dysfunctional store to make it ready for a new general manager. Established clarity about direction, rehired where needed, and retrained staff.
Asked to take on position permanently. Sales grew each year for 3 years, after being flat for years before.

Store Advisor Confidential, 2000

Eden Prairie: Major challenge was to clean up outside yard. Accomplished within 3 months.
St. Cloud: Major challenge was cleaning up front office and hardware departments. Worked with 2 department heads to teach them how to improve the management of their respective areas...5 month assignment.

General Manager, Confidential, ND, 1995 to 1999

Inherited a middle-average sales store with complacent management team. Retrained staff and rebuilt confidence. Sales rank increased from 42nd (of 84) to 2nd (of over 100) in 3 years and increased sales by 95% over that time frame, including opening new store (see item below).
Company decided to close existing store and open a new store in a preferred location. Managed transition including liquidation of old store merchandise, inventory transfers, and use and training of 80 temporary workers to get new store opened. New store opened on time and became a leading store, including 3rd and 2nd place in promotions of staff to management positions to other locations.
$58M revenue store with almost 300 employees.

Assistant General Manager, Grand Island, NE, 1995

Took lateral transfer to gain experience setting up new store. In new market, hired and trained staff in 4 weeks. Stocked and opened store in 17 days. Initial sales exceeded company forecast and netted promotion to Fargo store.

Education: Bachelor of Science

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Warehouse Manager Resume

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