Operations, Management, Positive Change, Responsible Leadership

1. Robert J. Gasior
3031 Eighth Street Cuyahoga Falls, Ohio 44221 C: 330.958.0038 H: 330.928.6018 E: robertjgasior@att.net
Operational Management | Retail / Store Management | General Management
Operations management professional with 15+ years experience in Sales, Retail and Administrative Management
with track record for overseeing programs valued at $5 million+, driving retail store sales to almost $9 million
annually, supervising staff of 50 and Management Teams of 7, and cutting shrink through Loss Prevention Programs
by 80%. Reputation as “Turnaround Expert” gained by returning stores with lagging sales to greater profitability;
career highlights include distinguishing self as 1 of few corporate stores to earn $100,000 in daily sales, ranking in
top 3% of company sales for 200 store territory, creating flagship store and quickly increasing sales by 28%.
Expertise & Strengths
Customer Service Merchandising/Promotion Recruiting/Staffing
Employee Relations P&L Responsibility Relationship Building
Expense Control Scheduling/Payroll Solution Selling
Inventory Management Performance Evaluations Staff Supervision
General Management Productivity Improvement Staff Training & Development
Responsible Leadership Program/Project Development Margin Improvement
Team Building Time Management Startup/Turnaround
Career History
Carrara Companies … Richfield, Ohio (2009 – 2011)
Diversified general contracting company specializing in residential and commercial cleaning services as franchisee of Steamatic Corporation – founded
in 1996. Additional services include construction and restoration provided from 2 locations in Ohio; sales of $6 million generated by 40 personnel.
Scheduler (Administrative Manager)
Originally hired to serve - as point of contact for 3 divisions of company and $6 million in sales - construction,
restoration and home services – at corporate headquarters and satellite office in Columbus; managed insurance claims;
processed claims, contacted insured to establish scope of loss and assess damages; booked site visits, created work orders,
conversed with project manager on loss, and logged notes in software application. Scheduled daily jobs for 6 project
managers, 12 technicians, and temporary laborers. Oversaw after-hours' emergencies, payroll and job tracking.
Quickly earned trust of owners/executive staff, leading to extensive expansion of duties and responsibilities; promoted
to directly manage shop and all technicians. Subsequently appointed to direct vehicle, equipment, and building
maintenance as well as manage entire corporate fleet through preventive maintenance program; administered compliance
and coordinated credentialing for several contractor programs; managed Purchasing, executed Human Resource functions
(hiring, quarterly reviews), and conducted safety meetings.
Possessed shared accountability for managed claims/projects and P&L for departments under authority (set as 50-60% of gross
revenue target), with corresponding operating budgets approaching $400,000; included Fleet & Maintenance ($150,000), Supply
& Equipment Purchasing ($90,000), Temporary Staffing ($35,000), Signage/Graphics ($20,000), and Vehicle Purchases ($100,000).
Helped grow company 20% + annually through determination to provide added value to organization:
o Functioned in inside sales capacity, selling home services – including carpet cleaning, air duct cleaning and
mold abatement – generating full $100,000 from only 2 profit centers.
o Provided logistics support to numerous out of state jobs ranging from $8,000 to $25,000 per initiative to assist
“sister franchise,” amounting to over $100,000 in total additional revenues.
o Maintained customer service record with 94% Customer Satisfaction Index rating, ranking in top 3 company spots.
Accountable for oversight of contractor programs and compliance for 2 programs worth almost $5 million:
o Operated as Crisis Management Executive; saved $3 million program put at risk.
o Completed duties in alignment with Compliance Officer responsibilities; prepared employee data and
submitted background checks, financial data, and insurance coverage.
Cut $50,000 from operations budget by implementing cost-savings initiatives:
o Reduced original Temporary Labor Expense by 40% to $35,000 by revising utilization of temporary staffing
agencies to cover extra influx of work at peak periods; communicated up to 18 new logistical requirements.
o Saved company almost $7,000 by transitioning from purchasing chemicals in 1-gallon containers to pre-mixing
in-house chemicals in 55 gallon drums.
o Obtained best pricing on preferred-vendor graphic building and vehicle signage contract, obtaining $10,000
discount on $30,000 retail services.

2. Robert J. Gasior Résumé Page 2
Negotiated several price breaks on company services and agreements:
o Included several contracts for employment of temp-to-hire Technicians worth about $3600 per contract or
approximately $22,000 total.
o Secured agreement with fuel company, opening up charge account to process transactions at 3% discount, followed by
$.06 per gallon rebate from station owner on almost $100,000 in annual fuel purchases, worth about $6,000.
Uncovered backlog of issues upon assuming responsibility for Maintenance Department; implemented leaner
procedures with cross-training 2-person maintenance team, cutting costs, improving quality and turnaround time.
Performed in human resource capacity, recruiting and hiring for 2 locations; instrumental in bringing in several key people
attaining leadership within 6 months.
Value City Department Stores … Canton, Ohio (2007 – 2008)
Columbus, Ohio-based off-price discounted goods department store with 120 units, selling men's, women's, and children's apparel, shoes, housewares,
seasonal, toys and sporting goods products at up to 40% below retail, with sales of $1 billion.
Retail Store Manager
Initially hired as Operations Manager to focus on turnaround – due to expertise gained by aiding 3 other stores in similar dire
circumstances – to help organization avoid bankruptcy and return to profitability, with emphasis on sales and cutting costs.
Oversaw 50 total Team Members, including 2 Assistant Managers and 7 Department Supervisors; shared accountability
for Profit & Loss (P&L) of location generating annual sales of $5 million+ supported by operating budget of $700,000.
Scope of responsibilities for total store operations (12 sales departments) spanned Front End Operations, Customer Service,
Merchandising, Store Signage, Receiving, Warehousing, Personnel, Payroll, and Cash Office.
Managed daily operations of store, dealing with wide variety of functions, including staffing,
training/development, human resources, payroll, accounting, deposits and receivables, inspections & audits;
supervised front end activity to ensure fast and friendly checkouts and returns, providing assistance to customers
and practicing loss prevention tactics to discourage employee/customer theft.
Instrumental in reducing payroll costs by 25% as participant in collaborative Corporate Human Resource Workforce
Reduction Plan; cut Operations Budget by $25,000 by eliminating single management position while promoting qualified
Team Member to fill gap; reduced payroll costs further 3% annually by increasing productivity in areas of freight flow,
stocking while simultaneously training staff to engage with customers to improve sales.
Collaborated with store liquidators to insure profitable store closure, despite significant efforts to increase sales and cut costs
within short 2-year period; secured substantial bonuses for management team as result of efforts during store-closure event.
Coordinated teacher promotion, customer appreciation days, and sidewalk sales events to promote Value City
brand within community; oversaw creative merchandising at store front and promotional areas to drive business.
Partnered with local charitable/non-profit organizations to provide help to underprivileged community members; operated
as training facility and utilized free labor. Worked with agencies on purchase orders and invoicing for donations.
Migrated customer service function from back of store to store front, reducing costs by $20,000+ annually and
delivering improved customer service to patrons; provided greater support for cashiers, recovered substantial
annual profits lost due to store theft, and enhanced storefront cleanliness and presentation.
Office Max … Cleveland, Ohio (1998 – 2006)
Acquired by Boise Cascade Corporation in 2003, office supplies retailer – providing furniture, paper, technology products, and in-store print and document
services – was founded in 1988. With headquarters in Naperville, Illinois and 900 stores in continental U.S., 35,000 associates produce sales of $7 billion.
Retail Store Manager
Began career as Operations Manager followed by rapid challenges/promotions, tasked with turning around 3 separate
underperforming stores with struggling sales and operational issues, leading to Retail Store Manager.
Possessed full accountability for P&L, created flagship store generating sales of almost $9 million annually, overseeing 25-member
staff and 7-member Management Team, with operating budget of $900,000 per year; span of responsibilities covered entire store
operation. Increased sales 28% after only 2 years.
Emphasized staff as building blocks of team, focusing on technology, office supplies, furniture, front-end and print services to
generate sales and create positive customer experience; tasked department leadership with projects such as store presentation
improvement, inventory data and signage integrity, cross-training, continuous improvement of customer service, and engagement
process. Utilized spreadsheet to track project progress by deadline, with up to 25 projects being planned/executed at any one time.
Key tactic used to turnaround stores involved reallocating management positions to strengthen team and at times
save on salary expense; found store could run effectively with 1 less Assistant Store Manager, which eliminated full
$40,000 in annual salary expenses.
Reduced losses from store shrink by 80% ($40,000 annually), 3 years into turnaround after initiating new Loss
Prevention Program.

3. Robert J. Gasior Résumé Page 3
Demonstrated exceptional track record for all stores under authority, distinguishing self by generating $100,000 in
store sales in single day, for Black Friday Sales Event; reputation as 1 of few stores in company to ever reach record-
breaking sales level achieved by implementing strategic plan with Management Team which involved preparations
several weeks prior to event, changing store layout, placing products at key locations and ensure fully stocked.
Had direct impact on store profitability through personal and leadership achievements:
o Ranked in top 3% of sales for territory with 200 stores, raising profit contribution by full 36% in only few
years, consistently beating monthly store sales plans.
o Became top store sales contender for Add-on Service Plans amongst 3 districts.
o Achieved record-breaking profits and many company 1sts by developing top-notch teams; networked with vendors
to provide comprehensive trainings to staff to better sell products and established prize-based sales rewards to
motivate higher employee sales; resulted in becoming top-selling store for HP and winning numerous sales contests.
Spearheaded 5 pivotal store community service/ public relations events, gaining reputation as company’s
“Goodwill Ambassador,” which increased visibility of OfficeMax brand:
o Teacher’s Day: Signed up 100 teachers from 45 local school districts for rewards cards; event included local
middle school’s jazz ensemble, free food and beverages donated by local businesses, and featured 400+
teachers bags as give-aways (earlier decorated by store staff). Monetary investment - $800.
o Chamber of Commerce Evening: 60 members attended store-hosted event which produced $500 sale and 20
future business leads; food and beverages provided by local businesses. Monetary investment - $200.
o Outreach to local church which was robbed: Following robbery of church office, donated new office equipment
and collaborated with local tv news channel and media to broadcast story. Monetary investment - $500.
o Pro Bowling Tournament: Provided free bags with Office Max logo to all attendees of major pro tournament at
bowling ally, which spread goodwill of company at event. Monetary investment - $100.
o Featured in Plain Dealer publication: Due to strategically-planned Black Friday promotion which resulted in
$100,000+ store revenue and 100s of shoppers, Office Max featured in article of publication.
Recognized by company through achievements in process implementations:
o Freight / Receiving /Presentation:
 Highlight of initiative included Freight Team becoming known as lead “A Team” in district, responsible for
writing up logistical best practices for company.
 Transformed unsupervised overnight shift into 4-hour, early-morning operation supervised by Logistics Manager.
Grew team within budget, despite having highest freight volume of all stores within northeastern Ohio.
 Tested new mobile lift truck with value of $12,000 and gave recommendation due to status as "Top Store."
Resulted in initial order of 10 units boosting productivity while reducing work-related injuries.
o Print Center:
 Grew department by 4 times original sales volume within only few years by implementing key changes.
Recommended center move to front of store, creating more exposure for services and enabling sharing of
resources with service center. Expansion included new courier service, technological equipment and addition
of Outside Sales Representative and department associates.
Managed new-hire recruiting, training, and hiring process to ensure associates aligned with store vision and committed
to outstanding customer service and sales; performed annual and intermittent employee evaluations to provide feedback
and encouragement for on-the-job performances.
Partnered with corporate Project Manager to complete store retrofit integrating new marketing and branding
campaign; coordinated project with Management Team to ensure construction, painting, fixture installation and re-
merchandising; entire 3-week makeover process completed by deadline and within quality parameters.
Leveraged technological capabilities to ensure seamless operation of store; conducted in-depth training on scheduling/
payroll system, served as go-to person working with company help desk on network and register-related issues/upgrades.
EARLY CAREER HISTORY
Managing Partner / General Manager – Fleas Three, Inc, Cuyahoga Falls, Ohio
General Manager – Country Manor Restaurants, Akron, Ohio
EDUCATION
Bachelor of Science in Business Management, Magna Cum Laude – Dyke College, Cleveland, Ohio
3031 Eighth Street Cuyahoga Falls, Ohio 44221 C: 330.958.0038 H: 330.928.6018 E: robertjgasior@att.net