1. Michael P.Denomme
Accomplished, client-driven Manager offering 24 years of progressive experience in managing and
building client relationships; critical problemresolution; assessing competitive markets;and implementing
creative salesand marketing strategies. Achieved solid revenue, through staff development and strategic
marketing planning. Talent in controlling expenses, extending operating dollarsand maximizing
profitability surpasses all company goals and objectives. Core Competencies include:
Customer Needs Assessment
Strategic Business Planning
Employee Training Programs
Effective in recruiting,training, managing and retaining top-quality staff;astute in recognizing and developing
employees' special talents to their fullest potential.
Solid management skills with effective combination of balancing multiple priorities and innovative
strategies to continually meet and exceed company objectives.
An unsurpassed commitment to quality and professionalism, directly
impacting company image and customer loyalty.
Canadian Tire, Moncton, New Brunswick April 2013- Present
Relocated with Dealer to higher volume store. Previous Dealer had been at this location for over 16
years. New policies and procedures were created to ensure the operations were streamlined and
more efficient for the increasing demands of the public.
Canadian Tire, Yarmouth Nova Scotia January 2009-April 2013
Relocated with Dealer from Estevan, Saskatchewan to a store making 11 million in yearly sales
following third quarter elevated sales to 13 million. Created an outline for the Pro hunting shop
duplicated in neighbouring stores, with increases of 30%. Established a commercial fishing
department welcomed by the community as a viable resource for their gear.
Canadian Tire, Estevan Saskatchewan July 2007-January 2009
The store was operating in a climate of community growth where the employer was unable to keep
2. up with the changes. As General Manager, was able to secure key staff members to elevate the store
standards to those more comparable with expectations at corporate level providing the dealer with
the opportunity of mobility
Canadian Tire, Williams Lake, British Colombia November 2006-July 2007
The growth of the store had exceeded the abilities of the store managerto maintain the balance of staffing
and sales increases without the guidance of a general manager. Worked with the strengthsand weaknessesof
the individuals within the store to create a solid teamThis provided the opportunity to change the store report
by 38 points.Dissected the service department and created the foundation required to obtain maximum
Canadian Tire, Sydney, Nova Scotia July 2005-April 2006
Retained by previous dealer to negotiate new vendercontract and re-negotiate old contracts aswell as
maintain equilibriumbetween corporation representatives and Dealeremployees during the construction of a
Worked within the confines of the Corporations deadlines most often exceeding their expectations and time
frames. Found venders for the backbone systems such as computer infrastructures, telephones and camera
systems. Negotiated best pricing for the dealer. Coordinated the installation as per Head office’stimetable.
Worked with all contractors and sub contractors to make sure properinstallation and the head office
timetable was kept. Made sure both the corp.and dealers financial and interests were looked after where it
applied to the dealer.
Worked as a mediator between corp. employees and the dealer’s employees.Made sure the relationship was
smooth and on schedule.
Looked after implementing newpolicy and proceduresand training of all staff. Trained computer illiterate
veteran staff on the new computersystem, phone systems and the newpolicy and procedures. This included
retraining management teamas well as working within the confines of the union.
Canadian Tire, Brantford, Ontario Feb.2005-July 2005
Recruited to manage all aspects of store closure. Responsibilities included recruiting and organizing
a team of only fifteen members to account, pack and prepare inventory for shipment to new location.
Arranged transportation of inventory including on site storage in a timely and cost effective manner.
Structured the sale of all remaining store fixtures in order to provide optimum profit for the dealer.
Canadian Tire, Brantford, Ontario 2004-2005
Managed all sales activities for a fifteen bay Service Department with sales of $765,000.0 in labor
annually. The scope of responsibilities included staff training and development and implementing
employee policies and procedures.
Canadian Tire, Georgetown, Ontario 2002-2004
Recruited to manage all sales activities for a ten bay Service Department with sales of $ 765,000.0
in labor annually. Responsibilities includes staff training and development; building strategic
partnerships within the community; building and maintaining client relationships; competitive
analysis. Directed a team of twenty.
3. Service Manager
Canadian Tire, Bedford 1995-2002
Recruited to manage all sales and marketing activities for an eight bay Service Department with
sales of $440,000.0 in labor annually; reports to Dealer. Scope of accountability includes full
Canadian Tire Service responsibility; strategic departmental planning; competitive analysis; new
business development; staff training and development; and building and maintaining client
relationships. Directed a team of fourteen.
John Deere Wallace Equipment, Bedford 1995-1998
Recruited to assist in all sales in a high paced distribution operation with sales of $3 million
Provided proactive leadership and innovative strategic plans and processes critical to remaining
competitive, and ensured long-term mutually beneficial customer relationships.
Canadian Tire, Bedford/Windsor 1992-1995
Began employment at the entry-level position of tire installer,and apprentice technician. Promoted to parts
counter sales and service advisor. Provided leadership qualitiesnecessary to boost morale within service and
parts departments. Promoted to acting Service/Parts Manager.