Cris Brown is a skilled retail operations and store/regional manager with over 30 years of experience leading teams and increasing revenues. She has a track record of turning around underperforming districts by developing effective teams, implementing efficient processes, and increasing sales. Her strengths include leadership, strategic thinking, and building strong relationships.

1. CRIS BROWN
Crisbrown1@msn.com
3430 205
th
St. Ct. W.  Farmington, MN 55024  612-599-7517
RETAIL OPERATIONS ~ STORE / REGIONAL MANAGER
Developing Effective Teams, Creating Efficient Processes, Increasing Revenues
Leadership ~ Operations Management ~ Retail Management
P & L ~ Cost Control ~ Inventory Management ~ Start Up Operations
Customer Relations Management ~ Transition Management
Workforce Planning / Scheduling / Recruiting / Mentoring
Strong Communications Skills
 A skilled business analyst, strategic thinker, and business leader with an instinct for
identifying opportunities, developing plans that drive results, and building enterprise value.
 Possesses a talent for leveraging creative marketing and sales to optimize market
awareness and competitive posture.
 Natural ability to thoroughly assess opportunities and processes, effect necessary changes,
meet budgetary goals and achieve advanced levels of quality, efficiency and
cost-effectiveness.
 Excellent multi-level communicator, committed to customer service excellence and the
establishment of strong, cohesive, relationships with customers and stakeholders.
 Empowering leader – Consistently develops cohesive and highly productive management
teams and enjoys the benefits of staff loyalty and dedication, synergetic organizational
success and exponential growth. Recognized for creative approach to personnel
management that routinely results in enhanced staff morale, declined work place
absenteeism and employee longevity.
KEY ACCOMPLISHMENTS
Led underperforming districts to become top performers with strong leadership
teams and model districts for innovation. Assigned to manage districts that had gone
through multiple managers in a very short time. As a result, the districts were underperforming in
sales, profit and presentation and needed change.
 Lead through mentorship and cultivated a district leadership team. Worked with each

2. manager and supervisor, individually and as a team, replaced department managers and
supervisors as needed. Reworked the staff by defining job descriptions and holding each
member accountable. This inspired the team to work together and operate as
interdependent unit.
THE RESULT: Several managers and supervisors eventually promoted and the
district exceeded the annual revenue and transaction objectives.
 Increased store performance. The district increased comp numbers and was the gross
revenue leader for consecutive years. Additionally average ticket performance increased
by emphasizing selling skills and inventory staging. Created store teams, set sales goals
for each team member and tracked performance.
THE RESULT: The district was the regional top performer in several categories and
was named regional district of the year.
 Within the region several stores functioned as models for innovative practices. Stores
were designated as training platforms as well as model sites for regional program
implementation.
THE RESULT: The district was selected as one of several test locations for product
and personnel.
CRIS BROWN
Crisbrown1@msn.com
Turned around district performance and grew sales significantly.
Newly promoted to District Manager of an area that had been underperforming for some time.
Turned around the district performance within months. This location became a regional training
territory for the company. While District Manager in this location, multiple assistant managers were
promoted to store manager, and numerous representatives were promoted to assistant managers.
Additionally 2 store managers were promoted to District Managers. Trained other districts’ staffs and
outside district and regional managers.

3. THE RESULT: Selected as one of a handful of District Managers company-wide to participate in
training program that was designed to enhance customer engagement, building the sale and closing
the sale. Was selected as a member of an innovative “Rapid Response Team” designed to respond
to any collective bargaining efforts.
Reduced shrink and turned around district profit. A high shrink district lost several
hundred thousand dollars in profit. Assigned to turn around its performance and reduce cost.
Maintained the existing staff, but set expectations and developed an action plan to meet the
expectations. Worked closely with staff to execute the action plan.
THE RESULT: By the end of the first year, the district returned a significant profit and several
staff members were promoted to manager or assistant manager.
Developed effective team that turned around district performance. Assigned to manage
a district that had been operating for several years and had been through multiple district and store
managers. As a result, had not achieved sales or profit benchmarks. Quickly appraised the
operations and moved relevant staff members to supervisory positions, which quickly shored up
operations. By coaching and developing key staff, moved district into double digit comp increases.
THE RESULT: After 12 months, the district was one of the top five in performance in the
company. Several assistant managers were promoted to store managers; several supervisors were
promoted to assistant managers.
Successfully led the opening of a several new stores in existing and new markets.
Assigned to open multiple stores in the market. The management team concentrated on quality
hiring and comprehensive training; store staff fully hired in a short period of time. Challenged the
team to have each store ready to open on or ahead of schedule and successfully
did so.
THE RESULT: As a result of the successful store openings the district became a training vehicle
for efficient store openings processes.

4. CRIS BROWN
Crisbrown1@msn.com
PROFESSIONAL HISTORY
Big Lots
District Manager 2014 to present
Upper Midwest
Store Manager - 2013 to 2014
Aurora, CO
Family Dollar Stores
District Manager – 2010 to 2012
Central and Northeast, MS
Marshalls Department Store
District Manager – 1998 to 2008
North Los Angeles
District Manager – 1995 to 1998
San Diego, CA and Hawaii
Regional Director of Operations – 1994 to 1995
Chicago, IL
Regional Director of Operations – 1993 to 1994
Columbus, OH
District Manager – 1989 to 1993

5. Seattle, WA and Portland, OR
Store Manager – Costa Mesa, CA
1986 – 1989
Kmart Apparel Corporation
Apparel District Manager – 1984 to 1986
Orange County, CA
Apparel District Manager - 1983 to 1984
Wyoming and Idaho
Apparel Store Manager – 1981 to 1983
Fresno, CA
Apparel Store Manager – 1980 to 1981
Seattle, WA
BS Business Montana State University, Bozeman, MT

6. Seattle, WA and Portland, OR
Store Manager – Costa Mesa, CA
1986 – 1989
Kmart Apparel Corporation
Apparel District Manager – 1984 to 1986
Orange County, CA
Apparel District Manager - 1983 to 1984
Wyoming and Idaho
Apparel Store Manager – 1981 to 1983
Fresno, CA
Apparel Store Manager – 1980 to 1981
Seattle, WA
BS Business Montana State University, Bozeman, MT