Gary Philpott-Smith Email: Gary@Clubretail.org Retail Professional with Blue Chip and Start up experience Strategic, pioneering and with the ability to implement change. Specialist focus on creating and implementing various operational processes and strategies. Having worked across several high profile settings, I have become accustomed to combining my experience and knowledge to be able to facilitate operational and procedural planning. With my extensive understanding of designing operational procedures, man management and staff development I am able to carry out successful projects and build lucrative staff operations. Exceeding expectations in any role I take on, I am certain to instantaneously become an asset to any organisation I am integrated into. Key Skills
Strong understanding of UK Market having worked in the South and North. Delivered successful store openings from scratch include lease negotiation and store fit. Excellent record of growth achievement through innovation and people leadership. Knowledgeable in all facets of business strategy, able to analyse and review business procedures to implement various techniques to improve revenue and most importantly profit. Strong communication skills both written and verbal to a wide range of business stakeholders. Experienced in collating individuals of a varied skill set to produce successful teams. Building excellent employee relationships and complaint handling in a professional manner. Able to delegate tasks to work force with a strict focus of meeting or exceeding all KPI's. Provide leadership for all areas of performance management Seamless integration in to any team or organisation with the ability to empower teams. Able to spot the need for training materials and ensure these are produced so staff can fulfil their potential. Extensive knowledge of designing and implementing operational procedures
Employment History June 2012 – Present: B & M – General Manager Operating an annual store turnover of £6 million p/a with around 70 members of staff.
Engaging customers directly on the shop-floor to advise on product selection, presenting options that suited customer needs and budgets, demonstrating products and explaining features. Analysing the current processes in place and liaise with the necessary individuals to design and execute new procedures. Carrying out monthly business reviews ensuring to cover all aspects that may effect revenue. Influencing purchasing decisions in a non-pressurised manner. Building rapport and trust with customers, securing repeat business and referrals. Analysing and performing diagnosis of problems that may occur liaising with the necessary managers. Responsible for regional service measures including, supporting and mentoring branch managers and customer service managers. Delegating tasks with complete effectiveness to reach operational objectives; providing motivation to members when necessary. Merchandising; constructing attractive product displays to encourage sales. Financial responsibilities; managing finances and overseeing daily reconciliations.
Upon my arrival the store had lost 6 store managers within 2 years, the best result a year later were +106% YOY and averaging around +60% a week Year on Year. The company sold half of the stakes to investors for circa £600million, during this sale period the store was mentioned as one of the highest performers which was personally recognised. The store was achieving around 1.5% in losses of its annual income loss was shrunk to 0.75%. Redesigning the company’s stock take process which has now been adopted across the region. Tasked to carry out recruitment and training for managers across the region. Implemented new strategies for the food department which was taking £3,500 p/w increased to £20,000 p/w Project managed total refit of store including lighting, floor, merchandising layout & racking.
June 1999 – June 2012: Computer Crazy – Area Manager Multi-Site operation
Successful Store openings complete with procurement, lease negotiation and shop fit. Handling the full recruitment processes from collating and reviewing CV's to carrying out interviews and hiring candidates. Overseeing the activities of members of staff to ensure that all individuals are working in accordance to company objectives. Developing the necessary knowledge of omni channel distribution and deployment. Constructing company progression stages, identifying resource requirement and utilising these to drive the performance of the organisation forward. Engaging potential clients, providing complete presentations on how the services will be delivered and agreeing upon service level agreements. Designing and implementing strategies to ensure that staff are demonstrating a professional approach to all customers as means of excellent customer service. Controlling budgets, monitoring profit and loss and analysing performance data to identify key areas for improvements. Carry out regular team development sessions upon recognising staff potential.
Opening 4 stores across major cities including Leicester and Coventry. The stores was operating on a £2 Million annual turnover with a 10% net profit margin. Adding additional services to the company portfolio to be able to generate a further £50,000 profit across 4 stores on an annual basis. Developed the company to be able to ship parts and components on a global basis.
1982 – 1999: B & Q PLC - General Manager
Demonstrating excellent leadership through the coordination of operations with a work force of up to 250 members of staff. Responsible for 23 managers and team leaders. Carrying out weekly meetings with staff and setting KPI's that needs to be rolled out across the stores and warehouse. Managing attrition levels, recruiting new employees, updating the review and performance management of current employees. Focusing on staff development, coaching colleagues through the progression structure, ensuring to nurture employees to perform to the best of their abilities in order to hit sales targets. Completing paperwork and processes in a timely and efficient manner which includes stock control, cash management, compliance and loss prevention, health and safety and site management.
1984 - Won a leadership in action course in which I was elected the best leader. 1987 - Youngest ever promoted manager across the company. Secured several promotions before taking over a store achieving £10 Million sales p/a. Handpicked by the Operations Director to take on a corporate project that involved the whole B&Q super centre estate (300 stores); receiving the budgets and delivered in line with the targets outlined. Average gain of 15% LFL sales across estate! Received a promotion to the number 1 Supercentre in the UK with a turnover of 13 million. First ever Store Manager of B & Q Supercentre to secure promotion to General Manager Warehouse format with sales of £25 million p/a.
References Available Upon Request