1. AZAD TALABANI
Mobile 630-439-4444
Email: talabani.azad@yahoo.com
OBJECTIVE
A District Management role with a "best-in-class" organization, recognized for incomparable standards of service and personal
attention, and in need of a person fully capable of establishing and implementing the finest commitment to clients in all areas of
measurement.
SUMMARY OF QUALIFICATIONS
Eighteen years of Broad based background in directing, planning, and producing comprehensive operational,
merchandising and sales programs for major retail organization; strong leadership abilities, results oriented, and highly
motivated, possessing a strong work ethic and "can do" philosophy; excellent communication and interpersonal skills
utilized effectively in developing solid customer service, and working relationships.
• Strong and balanced background in big box store management, operations, and sales enablement. Experience
emphasizes growth of business through the development of people and exploitation of competitive edges relating to
product and presentation.
• Commitment to excellence has led to consistent top sales increases throughout career; personnel development; strong operational
controls; disciplined budgetary compliance.
• Areas of expertise include: Business Operations, Development, and Analysis: developing short and long term business
objectives, maintaining high gross profit margins, inventory control; Personnel: building and training support teams that build
upon the individual and company strengths; Marketing: ability to create strong advertising and promotional events to bring in
customers; Customer Service: total commitment to superior customer service before and after the sale; New Store Roll-
Out/New Market and Project Management: continual involvement in opening and setting new stores in the Chicago market,
Interim Regional management role and experience, Application of lean Six Sigma and Agile methodologies, and market
District Manager experience.
EMPLOYMENT HISTRY
EMPIRE/ LUNA Oct 2016- Present
Illinois District Manager; In charge of all retail activities, P&L, recruiting, marketing, training, payroll, and HR evaluations.
ART VAN FURNITURE April 2013- Nov2015
Store/General Manager Elston Ave store, Store/General Manager Orland Park store
• Responsible for the overall performance of the retail showroom, clearance center, Pure sleep gallery, and Backyard center.
• As first employee of Art Van hired in the Chicago market, I had a key role in setting up and rolling out 6 Art Van
Stores including the recruitment of 10 managers, numerous sales associates and support staff from competition and outside.
• Nominated for the store manager of the year award 2014 in all 96 Art Van furniture stores.
• Achieved highest closing ratio in the entire Art Van Chicago market of over 40% YTD.
• Achieved highest bedding sales percentage in the market of over 17%.
• Achieved highest average ticket, highest margin, highest email capture in the market and company.
• Due to achieving highest score card results in the market at Elston Ave, was promoted to lead and manage the highest volume
And flagship store of Orland Park. Nominated for store manager of the year in all of Art Van Company.
• Recipient of numerous sales, major KPIs, operations, and visual display awards and certificates in the region.
THE ROOM PLACE FURNITURE Dec 2011- April 2013
General Manager Aurora, General Manager Rockford and outlet center
• Responsible for leading all aspects of store operations with a primary focus on continuously improving the sales and
Profitability of the store, and building customer loyalty by providing outstanding customer service and repeat customer
Satisfaction.
• Increased conversion by 37.3% during my tenure at the Aurora store.
• Increased delivered volume by 18% as a result of increasing conversion and the continuous coaching of sales associates.
• Increased product care and warranties penetration by 11.1% during my tenure at the Rockford store.
• Increased bedding penetration by 20.5% in the Rockford location over year before.
• Achieved highest inventory control in the company with less than $50 shrink.
• Voted for achieving best visual display and showroom maintenance in the company.
• Coordinated, launched, and assigned to manage the new outlet center in Rockford in addition to managing the main showroom.
VALUE CITY FURNITURE (AMERICAN SIGNATURE) 2008-2011
Sales and Merchandise Manager, Aurora
• Responsible for the overall direction, coordination and evaluation of the sales floor, sales associates and the merchandise
Presentation on the floor
• Established a diverse, productive and effective work force through recruiting, interviewing, hiring, and the termination
Of associates with the proper approvals per company policies.
• In charge of showroom inventory, tagging, signage, new arrivals, clearance, discontinued, and dropped merchandise.
• Worked and utilized all computer generated management reports including financial settlement reports, opening and closing
2. Procedures, customer service issues, review and implement cost and price changes, retail and delivery variance reports daily.
• Review and follow up on emails and all other forms of store, corporate, and clientele correspondence and conference calls.
• Maintained absentee control measures on all sales and merchandise associates, and took appropriate actions as required.
• Coordinated the training and development of associates involved in sales and merchandise areas.
WICKES FURNITURE, Chicagoland Market 2003-2008
General Manager, Elston Avenue-Chicago Flagship Store (04/07-01/08)
General Manager, Algonquin (10/06-04/07)
General Manager, Downers Grove (10/04-10/06)
General Manager, Lincolnwood (04/04-09/04)
• Established and maintained highly professional standards of excellence in areas of sales, merchandising, personnel
development, recruitment, training, shrink, expense controls, and day-to-day operations through commerciality focus and
outstanding customer service.
• Hired, scheduled, developed and staffed each store associated with; achieved high recognition for involving, motivating and
empowering all associates.
• Initiated, planned, and controlled the analysis, development of controls, reports, procedures and guidelines for the operation
including associate performance reviews.
• Assessed and developed quality programming for all training needs, diversity requirements and quality improvement methods
for strategic plan impact and plan development.
• Investigated, analyzed and resolved problem areas with store systems and policies.
• Verified accuracy, consistency, and completeness of all accounting documents.
• Facilitated team-building activities that resulted in meeting of all sales targets.
• Ensured response to customer complaints was handled efficiently at all times.
• Insured productive two-way communication in support of corporate goals and objectives, exploitation of competitive edges
and effective merchandising.
• Designed, implemented and directed training programs and customer care standards, performing as Training Supervisor for
new store employees, including assistant managers, managers, and recent regional manager.
• Created high impact visual merchandising programs to gain customer awareness and sales.
• Interfaced with corporate merchandise analysts on out-of-stock positions.
• Assigned as the interim Regional sales manager and the Go to person for all 19 stores in the absence of the Regional sales
manager for the Chicago market, remaining in a consulting position for all 19 stores after position was filled as the”
GO TO” person in the market for 5 years.
Significant Accomplishments:
Elston Avenue:
- Established benchmarks and monitored unit and category performance improvements to raise the performance of
below standard stores to profitable levels by identifying and leveraging local marketing opportunities.
- Trained and motivated staff to embrace and support organizational change initiatives.
- Achieved profit goals by fostering cooperation among all sales and management personnel.
- Worked closely with store management to ensure that the store follows the standards and plan-o-gram guidelines.
- Highest scorecard achieved for visual display standards in the entire company 99.8%.
- Achieved highest care product penetration and performance in the entire market and company.
- Ensured team members maintained proper merchandising strategies to maximize presentation, minimize
markdowns and guest satisfaction.
- Ensured guest service was number one priority within the store. Empowered team members to resolve problems and
handles guest concerns and requests.
- Utilized communication vehicles, (i.e., e-mail, conference calls, bulletin boards) to effectively share information
between Stores and Headquarters.
- Drove financial performance by focusing on one-on-one team visits and communication in areas that maximized
financial results, and increased $ per Sq ft by 35%.
- Conducted in-store training and development for store managers and team members in operational procedures,
product knowledge and guest service.
- Selected to launch and manage the flagship store of the corporation and drive sales for this high volume/high profile
store, including the recruiting, hiring and training of 50 employees.
- Participated in the creation and execution of a targeted and very aggressive marketing campaign for the new store.
Algonquin Store:
- Selected to manage the newest store (at the time) that needed a dramatic improvement in both management
leadership and turn-around;
- Turned around store within 2-weeks of take-over, driving sales to highest performing store-of--month in the market.
- Under leadership store maintained the highest performance within the district.
- Recipient of numerous awards and certificates of excellence.
- Increased closing ratio by 12% over company set standards.
Downers Grove:
- Promoted to manage the newest store in the Chicago market.
3. - Introduced closing ratios and calculation (per store and consultant), adopted by the corporate headquarters.
- Generated store sales to the highest in the chain, with highest care product penetrations. Page 2
Downers Grove continued
- Increased closing ratio by 18.2% over company standards and projections.
- Assumed responsibility of all store managers in the absence of the Regional Manager.
- Selected and served as member of the National Sales Committee Board.
- Achieved best inventory result in the market (only $19 short).
Lincolnwood:
- Drove sales from lowest performing store in the East Coast Region to #5 out of 19 stores in the first month.
- In second month of management brought store up to #3 for region.
- Achieved #1 in the entire region in third month of management and maintained it till promotion.
- Received the “Most Improved Store” award in the company
- Achieved recognition for highest care products and warranties penetration and bedding in the entire company.
- Introduced a systematic program on shopping competition within department.
- Recruited numerous sales consultants and managers from competition.
- Initiated improvements to delivery system for the City of Chicago adopted by corporate.
Vernon Hills:
- Improved store’s performance from an average rated store to top performance in the entire East Coast region.
- Introduced the average ticket calculation and exclusion implemented by corporate.
- Due to success, selected to manage and turnaround the poorly performing Lincolnwood operation.
HARLEM FURNITURE, Chicagoland 1997-2003
General Manager, Aurora-Fox Valley (2001-2003)
General Manager, Elston Avenue, Chicago (1999-2001)
Assistant Manager/Sales Associate (1997-1999)
• Increased profitable sales in the store through flawless execution of marketing plans to include implementation of all
planned retail store activities.
• Achieved store sales goals and built brand awareness and promoted company image through associate empowerment.
• Provided all customers with an exceptional experience.
• Recruited, hired and maintained a complete qualified staff of sales professional through training and development.
• Ensured all customers were treated with the highest level of customer service.
• Responsible for controlling expenses and remained within budget guidelines.
• Ensured continuing employee development through one-on-one meetings, employee development plans, and
encouraging continuing education.
• Ensured compliance by all store employees of policies, procedures, and ethic standards.
Significant Accomplishments:
Aurora:
- Drove sales to top sales performance from $6M to $12M, moving store scorecard performance from 6th
to 2nd
, in
less the 10 months; only to be outperformed by previous store managed (Elston).
- Achieved best inventory results in the company (only $100 over).
- Assigned the responsibility of the “advanced level corporate trainer”, teaching selling skills to all new employees.
- Provided weekly sales tips associated with weekly promotions for the entire chain.
- Achieved “highest manager’s performance” rating of 150%.
Elston:
- Achieved top score card performance rating by moving performance to #1 in the company from 4th
.
- Drove store sales from $4M to $7M during tenure; including top sales on top product care penetration/sales and
bedding sales.
- Developed entire floor rules for sales associates, implemented in all stores.
- Established time lines for all office procedures and logs to be implemented by all the stores in the company.
- Achieved highest management performance of 140%.
EDUCATION
“Bachelor of Science Degree, Electrical & Electronic Engineering Technology
Montana State University, Montana USA”
“Project Management, Lean Six Sigma, Agile, Business Analysis education and training
4. CTS, Chicago IL USA”
“Advanced Graduate courses in Computer Science and Database Design
Governor State University, IL USA”
“G.C.E., Advanced level Mathematics and Physics; Holborn Tutorial College, London” Page 3
