1. M I C H A E L K E L L O G G
Cell: 218.791.4982 Blaine, MN 55434 Mike.Kellogg@hotmail.com
R E T A I L S T O R E L E A D E R
♦ Profit and Loss: Innovative, competitive, and determined management professional maintains 20+-year
record of outstanding retail achievement.
♦ Dedicated Leader: Obtains buy-in by establishing and communicating vision, strategy, and expectations.
♦ Attentive Administrator: Ensures compliance with company policies and guidelines.
♦ Effective Analyst and Strategist: Excels in designing and implementing paths to reach and exceed goals.
♦ Entrepreneur: Recognizes opportunity and makes decisions judiciously.
♦ Talented Business Developer: Increases operating profits by listening to guest needs and focusing on
quality service and profits.
♦ Adept Multi-tasker: Prioritizes and manages time effectively in fast-paced environment.
♦ Clear and Concise Communicator: Experienced trainer and practiced presenter transmits ideas, plans,
and principles to individuals, teams, and large groups.
♦ Relationship Builder: Associates diplomatically with guests, peers, senior management, buyers, and
vendors of all cultures, personalities, and temperaments, retaining positive sense of humor.
♦ Proactive Mentor: Models mutual respect, cooperation, and personal productivity.
E X P E R I E N C E
FAMILY DOLLAR December 2014 to Present
General Manager, Minneapolis, MN
11,000 s.f. | 3 direct reports, 12 associates | $3 million annual volume | Report to District Manager
Assigned to manage highest-volume store in 8-state region.
♦ Generated sales gains of 9% from increased customer counts and items per transaction.
♦ Expanded comparison margin 1% over previous year, maintaining expenses at prior year level.
♦ Increased productivity 35% by restructuring staff, streamlining responsibilities to match abilities.
♦ Serve as regional trainer for 39 stores over 3-state region and peer group leader on special projects.
GANDER MOUNTAIN December 2013 to November 2014
Hardlines Zone Manager, Blaine, MN
70,000 s.f. | 5 direct reports, 60 associates | $15 million annual volume | Reported to District Manager
Hired, trained and developed staff; supervised Firearms, Hunting, Fishing, Camping, Receiving, Operations, and
Customer Service.
♦ Increased sales 8%; led increases in credit applications and warranty sales to No. 1 in company.
♦ Fast-tracked to Store Manager.
ALCO August 2012 to November 2013
Store Manager, Tioga, ND (August 2013 to November 2013)
45,000 s.f. | 6 direct reports, 35 associates | $6.5 million+ est. annual volume | Reported to Regional Manager
Produced sales, margin, and profit at or above levels determined by corporate office. Managed expenses, building
maintenance, store cleanliness and presentation, and development of personnel. Supervised attached full line off-
sale liquor store operated as separate entity, $2 million volume, 1 additional direct report, and staff of 6 associates.
♦ Moved to temporary assignment in development process for promotion to District Manager.
♦ Grew gross margin to 37.59% against target of 33.7% in first half year of operation.

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♦ Held invisible waste at 1.47% on target of 1.5% or less.
♦ Controlled total expenses to slightly under target of $1.6 million.

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Interim District Manager (April 2013 to September 2013)
14 stores | 13 direct reports, 39 indirect, 155 associates | $89 million volume | Reported to Regional Manager
Operated 1 store and supervised 13 others in day-to-day operations, including leading physical inventories.
Travelled between stores handling merchandising, operations, and HR, including disciplining peers.
♦ Chosen for position above 14 peers after only 8 months with company.
Store Manager, Pine River, MN (August 2012 to August 2013)
25,000 s.f. | 25 staff, 4 direct reports | $3.2 million annual volume, 17th
of 220 stores | Reported to District Manager
♦ Increased sales 7.65% on gross margin of 32.5%, overshooting target gross margin of 29.9%.
♦ Controlled expenses to $883,000 against $895,000 budgeted.
♦ Held invisible waste to 0.88% against corporate average of 2.1%.
♦ Reduced employee turnover from 55% annually to just under 15%.
♦ Groomed direct report as replacement.
FARMERS INSURANCE GROUP, Bloomington, MN May 2011 to February 2012
Insurance Agent / Agency Owner
Start-up agency advising multiple clients in determining proper insurance coverage
Pursued marketing, cold-calling, and client development. Created budgets; allocated assets for highest return;
managed sales, profit, and expenses. Attended to customer insurance needs, documentation, and follow-up.
♦ Among only 5% of agent candidates to pass Insurance and Financial Planning exams on first attempt.
SCHEELS INC., Grand Forks, ND August 2002 to January 2011
Store Manager / Partner / Vice President
Independent retail specialty store | 35,000 s.f. | 90 associates | Annual volume $13 million+
Oversaw entire operation as independent unit within corporate setting.
♦ Improved sales 125% over 8 years, 10%+ growth per year, and grew net profit $3.3 million.
♦ Boosted store margins from 32% to 39.5% in 8 years.
♦ Set corporate record of sustained growth by implementing guest-oriented merchandising strategy and
emphasizing soft goods as well as individual and team sports.
♦ Reorganized and rebuilt entire staff and structure.
SCHEELS ALL SPORTS, Coralville, IA June 2000 to August 2002
Manager Candidate / Assistant Store Manager
Independently owned retail specialty store | 110,000 s.f. | 220 associates | Annual volume $24 million+
Hired as fast-tracker to learn all aspects of operating independently owned retail specialty stores within 18 months.
Managed budget, advertising, profit/loss, merchandising, inventory, physical plant, and guest relations. Recruited,
trained, and supervised associates, overseeing administration of compensation and benefits.
♦ Accelerated growth exponentially as measured by sales and margin gains.
♦ Pumped revenue $6 million in 2 years, from $18 million to $24 million and margin from 37.5% to 41%.
♦ Expanded profit of $1.7 million to $3.2 million without support from corporate structure.
♦ Considered No. 1 management candidate after just 9 months.
♦ Analyzed corporate policies and recommended updates, facilitating changes in management candidate
training program, associate vacation policy, bereavement policy, and scheduling policy.
♦ Increased knowledge and empowerment of associates by introducing consistent and regular training.
EARLY CAREER
General Manager, Kmart Corporation, Illinois, Wisconsin, California, Colorado, and Minnesota.
E D U C A T I O N
St. Cloud State University, St. Cloud, MN, Business / Mass Communications Coursework
C O M M U N I T Y L E A D E R S H I P

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Award-winning community champion and volunteer. (List of board memberships and volunteer positions available.)