Jason E. Adkins is a retail store manager with over 16 years of experience managing all aspects of store operations, including personnel, inventory, sales, and profit and loss. He has a proven track record of turning underperforming stores around by improving sales, customer satisfaction, and reducing costs. Adkins is skilled in developing employees, resolving challenges, and implementing process improvements. He has consistently exceeded goals and driven growth through strategic planning, analysis, and leadership.

1. J A S O N E . A D K I N S
5076 Kingsley Rd.  North Port, Fl 34287  513.403.5388  jeadkins99@gmail.com
Store Manager
 Big box-experienced Store/ASM manager whose 16-year career with a Fortune 100 retailer has been distinguished by
accelerated advancement and goal-surpassing performance to plan and 6 years of service in the US Navy.
 Comprehensive background leading all aspects of retail operations (e.g. P&L, merchandise sales, customer service,
inventory, personnel, and payroll management) reinforced by extensive retail management training.
 Successful in turnaround management roles - have propelled multiple stores to improve sales and customer
satisfaction while simultaneously lowering shrink and turnover.
 Excel in resolving employee challenges with innovative solutions, systems and process improvements proven to
increase efficiency, customer satisfaction, and the bottom line.
Key Skills
 Retail Store Operations
 P&L & Budget Management
 Staff Development & Training
 Shrink Reduction/Loss Control
 Customer Service Excellence
 Strategic Planning
 Merchandising & Display
 Trend Analysis Forecasting
 Goal Development & Alignment
 Inventory Management
 Safety Excellence
Experience
LOWE'S 2000 to 2017
ASM, 2010 to 2017
Direct Reports: 3 Exempt; Indirect Reports: 100 Hourly Budget: $32 million
Repeatedly promoted during 16-year tenure with Lowe's. Manage all aspects of the store operations and profitability.
Ensure consumer concerns are quickly met and acknowledged while completing all projects on time. Evaluation and
forecasting of customer demands to align with store P&L cycle. Evaluate, coach and train associates to ensure
alignment of store standards, strategies, and missions. Ensure safe work environment for both employees and
customers.
Key Achievements:
 Develop department managers by providing increasing responsibilities in preparation for leading their own store.
 Developed efficiency-enhancing workflow/process improvements that made it possible to accommodate increasing
responsibilities necessitated by staff reductions.
 Increased administrative efficiencies by 15% developing and initiating consistent standard ordering procedures to ensure
consistency and execution of each process.
 Enhanced positive employee relations by resetting expectations, providing consistent and candid feedback, and overall improving
the open-door policy for all levels of store.
Store Manager, 2007 to 2010
Direct Reports: 5 Exempt; Indirect Reports: 110 Hourly Budget: $20 million
Promoted to oversee daily operations; direct all departments (hard lines soft lines); ensure sound merchandising and loss control strategies; execute
corporate programs, promotions and policies and drive optimal customer satisfaction both with associates and customers; drive P& L results and
productivity.
Key Achievements:
 Excelled in building and motivating hourly and management teams.
 Drove payroll efficiencies in a broken environment by ensuring proper policies and procedures were in place and adhered to.
 Quickly became a leader in sourcing the most trusted and desirable associates from competitors to quickly dominate top leaders
from commercial businesses.
 Excelled in developing strong partnerships and relationships with local community
Operations Manager, 2005 to 2007
Direct Reports: 5 Exempt; Indirect Reports: 110 Hourly Budget: $25million
Advanced through promotions to become store manger of $20MM location. Provided strategic direction, operational and fiscal leadership
while maintaining service standards in all areas. Led and direct all area supervisors and associates. Consistently provided
leadership in the area of associate development, communication, analysis of business operations, expense
management and general management of the store and store management team.
Key Achievements:
Resume` Continues .....

2.  Developed team building techniques by collaborating with the Assistant Store Managers to create and build trust, empowerment,
and camaraderie amongst all associates.
 Drove employee accountability by creating standards of work for all associates.
Sales Manager, 2003 to 2005
Direct Reports: 13 Exempt; Budget: $24 million
Promoted to lead In-Store Special Order department and drive higher margin sales. Ensure labor, sales and processes are
accurate and in place for installation and commercial execution. Responsible for building strong partnerships with
contractors and installers; build loyalty in customers and improve customer satisfaction by providing.
Key Achievements:
 Drove a 10% increase in budget achievement; met or exceeded budgets year after year.
 Created clear and concise sales reports for each team member while ensuring alignment upon objectives and targets and providing
management with an important decision-making tool.
 Enhanced associate to customer communication techniques by providing more well rounded view of customer needs.
Department Manager, 2001 to 2003
Direct Reports: 10 Hourly Budget: $5 million
Lead a team of Department Supervisors and over 100 associates for key areas such as lumber, building materials,
plumbing, tools, hardware and millwork. Ensure product quantities are met for both in-store and special orders.
Responsible for executing results, ensure inventory levels are adequate, manage and develop people, manage financials,
and succeeding in a retail environment. Ensure lumber yard and areas are always safe for both employees and
customers.
Key Achievements:
 Helped lead and grow commercial business by raising standards and consistency of service.
 Key leader in driving decisions and increased efficiencies by empowering associates to take ownership for their areas.
Improved three department's performance by encouraging open dialogue, building trust, and providing mutual
respect.
Education/ Professional Development
UNITED STATES NAVY HONORABLE DISCHARGE E-5
1994-2000
MIAMI UNIVERSITY, OXFORD, OH GENERAL EDUCATION COLLEGE COURSES
1992-1994
Page 2 of 2