Mark Campbell has over 20 years of experience managing multi-site retail operations and has consistently improved performance and increased profits and sales. He is currently an Area Director for Pep Boys overseeing 10 stores with over $26.5 million in annual revenue. Previously he held leadership roles at RadioShack and American Golf Corporation.

1. MARK CAMPBELL
8225 E. Highland Avenue  Scottsdale, AZ 85251  (602) 617-4687  mcampbellk9@yahoo.com
VICE PRESIDENT OF OPERATIONS/ AREA DIRECTOR
AREA OF EMPHASIS – MULTI-SITE OPERATIONS MANAGEMENT, RETAIL SALES
Vice President of Operations/ Area Director with more than 20 years of experience providing senior-level leadership for
multi-site retail operations. Extensive experience overseeing the daily operations of up to 19 store locations with
more than 300 employees, and overseeing territories that generate more than $26.5 Million in annual revenue.
Background includes working in leadership positions for top corporations, including Pep Boys, RadioShack, and
Payless Cashways Building Materials. Dedicated leader with outstanding communication skills and a proven track
record of success improving the efficiency of operations, increasing revenue, and reducing costs.
AREAS OF EXPERTISE
Multi-Site Operations Management
Employee Coaching and Development
Strategic Leadership
Performance Management
Capital Improvement Projects
Cost Reduction Strategies
Profit and Loss (P&L) Management
IT System Implementations
Driving Sales and Profitability
PROFESSIONAL EXPERIENCE
PEP BOYS, Phoenix, AZ June 2013 – Present
Area Director
• Oversee the daily operations of 10 Phoenix area stores that generate more than $26.5 Million in
revenue.
• Directly supervise 10 General Managers and indirectly manage a team of more 225 employees.
• Oversee all functional areas of operations, including service, retail sales, fleet sales, commercial sales, human
resources management, loss prevention, and facilities management.
• Collaborate closely with Service Managers, Customer Service Managers, and Commercial Sales Managers.
• Provide strategic leadership and assist management with identifying opportunities to improve business
performance and increase store sales and profitability.
Key Accomplishments
• Increased commercial sales in 2014 by $200,000, a 6.9% improvement over 2013.
• Increased fleet service sales in 2014 by $185,000, a 45% improvement over 2013.
• Improved associate training execution form worst to first in the region.
• Improved area ranking from 93rd in 2013 to 45th in 2015.
• Upgraded store management teams through successful recruiting, onboarding, and training of new team
members.
RADIOSHACK, Dallas, TX July 2012 – June 2013
District Manager
• Oversaw the daily operations of 19 Phoenix area stores that generated more than $19 Million in
revenue.
• Directly supervised 19 General Managers and indirectly managed a team of more than 100 employees.
• Oversaw all functional areas of operations, including service, retail sales, fleet sales, commercial sales, human
resources management, loss prevention, and facilities management.
Key Accomplishments
• Improved the performance of the district from 253rd (last place) to 15th in less then one year.
• Directed a comp store increase of 8.5% at year-end 2012.

2. MARK CAMPBELL
8225 E. Highland Avenue  Scottsdale, AZ 85251  (602) 617-4687  mcampbellk9@yahoo.com
• Improved associate retention to the best in the division out of 11 districts.
• Developed and promoted a General Manager to District Manager.
TRIBUTE SERVICES, LLP & TRIBUTE RENOVATIONS, LLC, Omaha, NE 2007 – 2012
Tribute Services was a golf, retail operations, and money management consulting company. Tribute Renovations was
a residential and commercial repair and remodeling company.
President and CEO
• Managed the daily operations of 2 businesses that generated combined revenue of $350,000 at peak.
• Oversaw all functional areas of operations, including sales, human resources, inventory management, facilities
management, and accounting and finance.
• Completed multiple operational reviews of various golf courses/clubs, and implemented new systems that
improved efficiencies and profitability.
• Provided customers with money management services and temporary accounting resources.
• Managed numerous residential and commercial renovations.
THE FIELD CLUB OF OMAHA, Omaha, NE 2003 – 2009
Private golf and country club.
General Manager and CEO
• Managed the daily operations of a private golf and country club with more than 100 employees that
generated $ 3.5 Million in annual revenue.
• Oversaw all functional areas of operations, including course maintenance, membership, pool operations,
administration, fitness, food and beverage, special events, catering, communications, and P&L management.
Key Accomplishments
• Improved staff efficiency and service levels by overhauling all systems and procedures.
• Developed and implemented an innovative membership promotion that drove "golf" membership to capacity
and "social" membership to the highest point in club history.
• Increased productivity by replacing an outdated computer system. Managed the software/hardware selection,
pricing negotiations, training, and implementation of the system.
• Oversaw multiple capitol improvement projects, including a new maintenance facility, computer system, fitness
center, new pool house, and outdoor restaurant.
AMERICAN GOLF CORPORATION, Denver, CO 2002 – 2003
Owner and manager of more than 300 public and private golf clubs.
Regional Manager
• Managed the daily operations of 4 golf courses in the Denver area with more than 200 employees that
generated combined revenue of $16 Million.
• Oversaw all functional areas of operations, including sales, human resources, inventory management, facilities
management, and accounting and finance.
Key Accomplishments
• Raised efficiencies by successfully implementing American Golf's new facility review system, producing a
consistent 95%-plus execution level.
• Established clear development plans for the new inexperienced General Managers in the market. Managers
quickly assimilated into their new positions, improving efficiencies and productivity.
• Increased sales and profitability in the highly competitive Denver marketplace through the development and
execution of a complete marketing and media plan.

3. MARK CAMPBELL
8225 E. Highland Avenue  Scottsdale, AZ 85251  (602) 617-4687  mcampbellk9@yahoo.com
• Crafted quality working relationships with landlords in the market, including Coors Brewing Co., the City of
Thornton, and the Clayton Foundation.
MUSTANG HARDWARE, Bismarck, ND 2001 – 2002
A local chain of retail hardware, tools, and home improvement products.
Vice President of Operations
• Crafted a new operating profile for a struggling hardware store chain with 7 locations and 175
employees that generated $21 Million in revenue.
• Managed all functional areas of operations. Analyzed current performance, product mix, market
characteristics, and potential opportunities for improvement.
Key Accomplishments
• Crafted a new product mix strategy to be category dominant in key hardware store areas. Increased
profitability by 143% in 2001.
• Oversaw the complete remodeling of all locations on time and within budget.
• Implemented a new state-of-the-art, point of sale (POS) system.
• Managed development, marketing, and a grand opening plan. Increased sales by 40% in carryover categories.
• Managed the liquidation of more than $6 Million worth of discontinued or obsolete inventory.
AMERICAN GOLF CORPORATION, Denver, CO 1999 – 2001
General Manager
• Successfully developed the operating profile for the new golf club.
• Managed the budget, project schedule for construction, course maturation, and opening activities.
• Designed the product mix and merchandise presentation for an award-winning Pro Shop.
• Refined the marketing plan, including print, press releases, radio, video, website, and e-business media.
Key Accomplishment
• Achieved first year annualized sales revenues of $5.8 Million and over 56,000 rounds.
PAYLESS CASHWAYS BUILDING MATERIALS, Kansas City, MO 1997 – 1999
Director of Store Operations
• Developed, implemented, and executed store improvement programs.
• Evaluated store performance and identified specific guidelines for financial improvement.
• Built total company financial budgets for sales, gross margins, payroll, and transfer of expense (TOE), and
guided the development of regional, district, and store budgets.
• Evaluated and assisted Regional Vice Presidents in the creation of performance improvement plans for under-
performing stores.
• Managed Regional National Accounts personnel and monitored all key sales initiatives.
Key Accomplishments
• Improved store in-stock condition through the development and implementation of the "Never Out" Program.
• Increased store productivity and execution by developing monthly implementation guides for store personnel.
• Developed the project plan and successfully implemented a Regional Store Manager restructuring project.
EDUCATION AND CERTIFICATION

4. MARK CAMPBELL
8225 E. Highland Avenue  Scottsdale, AZ 85251  (602) 617-4687  mcampbellk9@yahoo.com
UNIVERSITY OF NEBRASKA, Omaha, NE
Bachelor of Science Degree in Organizational Communication
Certified Project Manager, San Jose, CA