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Frank McManus has over 27 years of experience in retail leadership roles. He has held positions such as District Manager and Divisional Services Director at The Home Depot, where he managed regions with over $600 million in annual sales. Most recently, he was the owner and operator of a small hardware store from 2006 to 2010. He is now looking to return to a leadership role in big box or small box retail utilizing his strengths in delivering results, adaptability, team building, and strategic planning.
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Resume
- 1. Frank McManus<br />115 Cottoneaster Lane ~ Milton, GA 30004<br />404.232.5121 fxmcmanus@comcast.net www.linkedin.com/in/fxmcmanus <br />Retail Executive<br /> <br />Big Box Retail ~ Small Box Retail ~ Multi-Unit ~ Director ~District Manager<br />Dynamic, results-oriented Leader with 27-year career record of accomplishments across field and corporate roles in big box retail stores. Looking to return to a small box or big box retail organization after pursuing and entrepreneurial ownership opportunity of a small box retail company. Demonstrated success in managing regions with up to $600 million in annual sales, consisting of District teams of Store Managers with full P&L accountability, and functional teams of Regional Managers with key metrics and financial accountability. Well-developed interpersonal and communication skills, exceptional ability to drive performance by providing a clear vision, setting high standards of accountability and performance metrics, fostering associate engagement and talent development. Excellent analytical skills, proven ability to think and act strategically, identifying opportunities and implementing best practices to increase customer satisfaction. Key strengths in:<br />Delivering ResultsAdaptabilityPartnerships and Team Building<br />P& L AccountabilityTalent DevelopmentCustomer Service Standards<br />Strategic PlanningExecutionBudgeting and Forecasting<br />Professional Experience and Career Accomplishments <br />NEIGHBORHOOD SHOPKEEPERS, INC. 2006-2010<br />President<br />Own and operate a hardware store, managing all business functions including sales, merchandising, marketing, operations, human resources, finance, accounting and corporate operations. <br />In 2007, the business was selected by the Atlanta Journal Constitution newspaper for a lengthy article about entrepreneurial small business owners succeeding in big box markets. <br />Created a local-brand image, customer loyalty program, upgraded product offering, developed a selling culture, managed Balance Sheet to maximize cash flow, implemented cost controls and labor modeling techniques, invested in technology and implemented a targeted marketing plan. <br />THE HOME DEPOT1996-2006<br />Divisional Services Director, Atlanta, GA (2003-2006)<br />Provided Leadership to 20 Regional Managers supporting 220 stores, in 3 regions, across 7 states and Puerto Rico producing $600 million in annual sales in product and installation. Sourced, hired and managed the performance of 250 Installation Service Provider companies. Developed sustained and effective cross-functional relationships with corporate support teams, Regional Vice Presidents and District Managers to maximize sales, customer service levels and execution of programs by stores and installation service providers. Responsible for sales promotions and new program rollouts across diverse product lines and pricing points. <br />Achieved 20.3% sales growth, 11% transaction growth and 11% average ticket growth in 2006.<br />Maximized Service Provider performance through Business Reviews and Program Line Reviews to analyze performance metrics in program offerings and pricing, job quality, organizational capacity, and ensure state and local regulatory compliance. Consolidated from 500 providers to the 250 highest performing providers.<br />Maximized store-level performance by collaborating with Regional Vice Presidents to create Monthly Training Meetings to establish best practices, measure performance against established metrics, maximize training, review results and build partnerships between the stores and the installation service providers- due to measurable gains in key business metrics this program was implemented company-wide. Additionally, developed, planned, and executed training events in each district in the supported regions. Events were attended by approximately 200 associates per district, who received meaningful training from numerous vendors by rotating through event booths.<br />Coordinated and executed The Home Depot’s participation in two National Home Shows and eight Regional Home Shows, annually from 2002 to 2006. <br />Left The Home Depot in good standing to pursue an entrepreneurial opportunity in small box retail.<br />FRANK MCMANUSPAGE TWO<br />Professional Experience and Career Accomplishments<br />(continued)<br />THE HOME DEPOT (continued)<br />Director of Services Operations, Atlanta, GA (2002-2003)<br />Led the corporate installation services operations team consisting of 3 functional managers and 25 associates. Provided operational support for services field organization in all U.S. stores, responsible for centralized installer management functions, state and local regulatory compliance and field training. Served as primary operational liaison between installation services organization and store operations.<br />Developed and implemented, with Human Resources partners, a new Services field organization structure, rollout plan and supporting training program.<br />Success resulted in promotion to Divisional Services Director.<br />District Manager, St. Louis, MO and Colorado Springs, CO (1999-2002)<br />Provided Leadership for a St. Louis district of 6 stores with $200 million in annual sales, 30 salaried managers and 1,000 associates; followed by a Colorado Springs district of 8 stores with $260 in annual sales, 40 salaried managers and 1,400 associates. Full accountability for P&L, sales, operational execution, talent development, customer service standards, merchandising and risk management; ensured compliance with legal regulations, company policies and internal procedures. Set individual store and district goals and metrics through a business planning process.<br />At the request of the Division President- relocated to a Colorado Springs district with poor performance and significant, high-profile internal management issues and diverse EEOC charges to investigate, assess and resolve. Achieved 17% sales growth, 5% expense reduction, 9% profit increase, 5% GMROI improvement, 14% reduction in employee turnover, and 42% reduction in Workers’ Compensation charges from 2000 to 2002.<br />Through demonstration of Company Values, casting a clear vision for the District, setting clear expectations and levels of accountability, delivering quality performance evaluations with actionable game plans, effective succession planning, in partnership with Human Resources, over the course of 15 months resolved internal management and EEOC issues, effected personnel changes and created a positive work environment.<br />Concurrently implemented two company-wide initiatives- Pro Sales Organization and Store Productivity Improvement program. Rollout required implementation of significant changes to store operating model including job descriptions, store processes, store layout and success metrics requiring extensive Change Management Training.<br />Selected for Six Sigma project for kitchen cabinet sales; achieved 15% sales growth in Kitchen sales in test store for 2000 to 2001. Lessons-learned applied to company-wide Kitchen Sales Key Standards Operating Procedures.<br />Success resulted in promotion to Director of Services Operations.<br />Store Manager, St. Louis, MO (1997-1999)<br />Opened and managed new $45 million store, with 5 salaried managers and 200 associates. Provided leadership in all matters of sales, service, merchandising, operations and human resources; trained and mentored Assistant Managers.<br />Won First Place in 3 Gold Cup Events- district-wide internal store competitions measuring readiness for season in all sales related aspects including merchandising, staffing and staff preparedness, store maintenance.<br />Success resulted in promotion to District Manager.<br />Assistant Store Manager, St. Louis, MO and Merriville, IN (1996-1997)<br />Lawn and Garden assistant manager over 15-month period in 2 markets. Success resulted in fast track promotion to Store Manager.<br />Prior positions include progressively responsible roles with CHANNEL HOME CENTERS, INC. and HOMEQUARTERS WAREHOUSE, INC. (1983-1996), MA, NH, CT<br />Education and professional associations<br />NORTHEASTERN UNIVERSITY, Boston, MA, 1984<br />Bachelor of Science in Political Science - Minor Concentrations in History and Economics<br />MEMBER, Guidepoint Global, Society of Industry Leaders, 2007-2010<br />