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Michael Gallo

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Michael Gallo

  1. 1. Michael Gallo 2653 Riverside Ave Merrick, New York 11566 C: 516-924-5621 OVERVIEW Results-driven leaderwith 20+ yearsof expertise in Retail Operations.  Experienced in: o Operations management, policy formulation, and daily operations management focused on exceeding goals organization-wide. o P&L and operational budget management, multi-channel order fulfillment, distribution, supply chain and logistics management, and warehousing management.  Drive sustainable change and improvement in key areas such as safety,quality, cost,productivity, and customer experience.  Design, plan, and execute marketing and merchandising programs.  Demonstrated success in various distribution platforms including, D2C, B2B, E-Commerce, and third-party logistics.  Specialize in operational excellence and leadership. COMPETENCIES  People Leadership  Union & Non-Union Management  Manager & Supervisor Development  Start-up / Management  P&L Operating / Capital Budgets and Strategic Goals  Accountability for Customer Call Center  Customer Service Focused  KPI Development and Management  Process Optimization & Continuous Improvement  Marketing Penetration & Execution  Fundamental HR Experience  Third Party Relationship Management  Product Merchandising PROFESSIONAL EXPERIENCE The Great Atlantic & Pacific Tea Company 2005 - Present E-Commerce / Operations Manager  Responsible for B2B, D2C E-commerce, and Customer order fulfillment from 15 Distribution Centers located throughout NY and NJ.  Accountable for all Transportation Logistics, Custom and Commercial Sales, Retail Store Operations, and Customer Call Center.  Direct & Indirect reports include 15 Mid-level Managers,3 Supervisors, 150 Associates and Customer Call Center.  P&L budget and forecast accountability of over $25M annually.  Responsible for labor cost,scheduling and controlling overtime.  Responsible for leading, developing and setting the fulfillment strategy for 15 company locations.  Ensured adequate and up-to-date training of all employees.  Provided leadership to 15 Distribution Center Managers,and 150+ employees in union and non-unionized facilities.  Implemented KPI reporting and management to increase operational efficiencies .  Conducted regular review sessions to monitor progress against goals.  Ensured all actions and events and initiates portray a customer focused environment.  Responsible for order fulfillment of over 20K customer orders annually, utilizing delivery platforms such as Direct-to- Customer home deliveries.  Multi-site management of company-operated distribution centers processing same-day/next day orders.  Financial & Physical Inventory flow accountability.  Contract negotiations leader for logistic vendors and IT platform support.  Responsible for designing and leading the start-up operation.  Responsible for Marketing budgets and execution.  Responsible for direct and third party logistic vendors.  Proactively took steps to ensure all associates focused on delivering a superior shopping experience for the customer.
  2. 2. 80 Location Manager for Store Services/Special Projects 2004 - 2005  Executed grand re-opening and successfulremodels.  Coordinated store services for Waldbaum’s Inc. stores including overall store appearance and cost reduction of all store service vendors.  Responsible for multi-store interior construction projects.  Managed store interiors, fixtures, floors, and display cases.  Store Maintenance support.  Managed union and non-union associates.  Managed vendor relationships and contracts.  P&L budget and forecast accountability. Customer Service Coordinator/Training Supervisor 2003 - 2004  Responsible for training and developing superior customer service practices in 40+ retail locations including guidelines and implementations to increase sales and profit and provide a best in class customer experience.  Team building, training, and development of associates and execution of MIP (Make It Personal).  Trained management in team building and coaching to provide best-in-class results.  Provided a focused approach to Customer Service.  Created a superior shopping experience.  Removed barriers for delivering superior customer service.  Created, supported,and fostered a selling culture.  Implemented a better understanding ofcustomers’ needs to better serve them.  Rolled out best practices and standards to support customerand company needs.  Trained and supported management in motivating and supporting store teams to execute operational objectives .  Trained and provided coaching to store management team to execute a culture of team building, mentoring, and communication.  Ensured all meetings focused on sales,customer and the service that is provided to them with each action each associate takes.  Trained store teams on the implementation and execution of superior service (incoming and outgoing)to create company and individual growth.  Conducted daily store visits, spending time coaching and developing staff to achieve business results and personalgrowth goals.  Conducted regular review sessions to monitor progress against goals. Produce / Fresh Food Merchandiser 1996 - 2003  Responsible for consistent execution of all merchandising programs and operational standards across a territory of 30 stores.  Trained and directed the Store Management and Fresh Department staff to increase knowledge and business results in fresh food departments.  Responsible for labor results, scheduling and controlling overtime.  P&L budget and forecast accountability of over $50M annually.  Executed merchandising plans and delivered goals for the territory to include sales, profits, controllable expenses, labor and shrink.  All job-related functions focus on Customer Service, top line and bottomline results.  Trained, managed, and developed a team of skilled Fresh Department Managers that have the competency to meet and exceed company expectations in the areas of sales, profitability, in-store customer experience, and the development of their own teams.  Proactively took steps to ensure all associates focused on delivering a superior shopping experience for the customer.  Ensured all meetings focused on sales,customer and the service that is provided to them with each action each associate takes.  Ensured new technology was being used by stores to achieve desired effectiveness.  Conducted daily store visits, spending time coaching and developing Fresh Department staff to achieve business results and personal growth goals.  Conducted regular review sessions to monitor progress against goals.  Provided fresh food expertise, direction, and training to Store Management and Fresh Department staff.  Acted as the focal point to the VP and Director of Fresh and provided feedback on initiatives and in-store opportunities.  Communicated and reinforced the understanding of the fresh strategies throughout the Fresh Department staff and store management teams.  Delivered direction and ensured compliance to operational initiatives, customer service goals,and labor productivity.
  3. 3.  Ensured adequate on-hand inventory levels, especially of items advertised in weekly circulars.  Ensured Fresh Department Manager accountability through effective communication, coaching and performance management  Created, supported,and fostered a selling culture. General Store Manager 1995 - 1996  Provided day-to-day management for staffing, operations, sales,expense control, and overall performance of a store.  Responsible for labor results, scheduling and controlling overtime.  P&L budget and forecast accountability of over $20M annually.  Provided a safe shopping and working environment for all customers and associates.  Directed staff in achieving the gross sales of all merchandise and targeted profit generation while reflecting the desired image in the community.  Proactively took steps to ensure all associates focused on delivering a superior shopping experience for the customer.  Hired, trained, managed, directed, and developed a staff of department managers and other employees adequate in size and competent in technical proficiency, capable of attaining or exceeding sales and profit goals set for the store.  Ensured adequate and up-to-date training of all employees.  Actively mentored and coached department managers on effective techniques of motivating and retaining a diverse workforce.  Created, supported,and fostered a selling culture.  Controlled productivity, labor, margins, accidents,and all othercontrollable expenses to maximize store profitability and operational effectiveness.  Met regularly with all levels of associates to establish open lines of communication and to provide a team-based environment consistent with the core values of the company.  Ensured all meetings focused on sales,customer and the service that is provided to them with each action each associate takes.  Interacted with store focus teams to establish best practices in customer service. Ensured all actions and events the store initiates portray a customer focused and friendly environment.  Exercised controls over inventory and controllable expenses to assure desired profit levels.  Provided oversight of all financial reporting and profit and loss statements.  Ensured store is maintained in accordance with safety, cleanliness, security and fire prevention standards as established by company, local and state regulatory authorities.  Oversaw the execution of marketing plans to achieve goals and company objectives.  Worked directly with department managers, merchandisers and warehouse staff to ensure adequate on-hand inventory levels, especially of items advertised in weekly circulars.  Pursued concrete opportunities to fill knowledge gaps,enhance performance strength through training, self-study and on-the- job developmental experiences.  Modeled performance aligned with company leadership competencies and consistently demonstrated company Core Values in all business activities.  Proactively worked with the District Manager to implement various programs, procedures and processes designed to maximize the profitability and operational efficiencies of the store.  Ensured appropriate follow-up and resolution to customer satisfaction calls, complaints, suggestions and inquiries.  Worked with department managers to establish productivity goals and standards of performance for each department.  Conducted regular review sessions to monitor progress against goals.  Developed action plans and milestones to address issues and opportunities.  Oversaw the development of the weekly workforce schedule ensuring adequate staff coverage for optimal customer service for all management and associate shifts.  Maintained a pulse on competitive activities in the local area providing recommendations to overcome competitor disadvantages.  Actively participated in store-based initiatives designed to enhance community events and the store’s image as a supporterof community activities. Fresh Produce Manager 1985 - 1995 VOLUNTEER WORK – VP of The A&P Foundation for the Care and Cure of Breast Cancer 1999-2010  Foundation was supported by Waldbaum’s / A&P associates on a volunteerbasis.  98% of all proceeds raised were donated to various organizations that support the care and cure of breast cancer throughout our company footprint.  Collected and distributed over $1.3 million dollars to the following organizations including American Cancer Society, Susan G Komen, Memorial Sloan Kettering, Adelphi State, Cold Spring Harbor labs and more.

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