• Organized a New Store Opening Plan at Aaron Brothers. Company was growing at substantial 30%/year rate. Careful attention was paid to maintaining comp store sales growth to fund the new growth and not distracting total organization to ignore the day-to-day business. To minimize mistakes, organizes a New Store Opening Plan which included the following: A team leader, a new-store opening manual, a buyers manual, a succession plan, and a real estate plan along with a construction time line, capital requirements, financial models, fixture plan, architectural, and a set up team. Formed a committee to help me with all of the above and we set out to accomplish this huge task. This task was complete after about 10 months and reviewed by each department in order to ensure we did not miss anything. RESULT: Grew by 30% for next five years, maintained comparison growth, and set record profits for the company.

• Communicated annual proposed budget to Parking Company of America Airports’ Board and its organizations. Each year the company prepared an operating budget by department, lot, and account and anticipated capital expenditures. This most important annual task became the operating plan and on which bonuses were based As Executive Vice President, ran the day-to-day business and was responsible for budget preparation and the presentation of it to the board. Worked with each individual department head and Regional Manager, went through each account, reviewed actual results, prepared budget submitted proposal, and worked with each executive to finalize the budget. Prepared final proposal with CFO to present to board and CEO, who with me made the final presentation. RESULT: Received budget approval from Board for a 7.5% increase in sales and14% increase in EBITDA for the year, a 3% decrease in expenses, and a capital spend of $6.4M.

• Developed plan to improve overall strategy and business model at Parking Company of America Airports. Current business model focused on leisure customer. Was concerned that this type of customer required high discounts and frequent advertising and was not a frequent traveler. Determined that focus should be on the monthly business traveler, while still servicing the leisure traveler. This would create a more frequent customer, increase revenue due to that frequency create a stable income, create customer loyalty and decrease marketing expense. Conducted focus groups to determine what the business customer wanted and what would make them change where they currently parked. Hired a sales team to call on businesses. Developed a loyalty program to attract and service this business customer. Sent Sales team out to sell. RESULT: In first full year, program generated $1.5M in sales, and created a loyal customer base that referred new customers.

• Analyzed sale of 45% of leased lot to determine how to sell 3 additional lots in underperforming market. Parking Company of America Airports operated 3 lots in Oakland and had a leased lot called the Blue lot which had been leased 3 years prior with an option to buy at a fixed option price. As EVP, was responsible to evaluate all markets and take action to ensure markets met their budgets. This market was challenged to make budget because of current trends. With the real estate market currently performing well, questioned what profit would be if 45% of the Blue lot were sold and the other 55% maintained, keeping the other 2 lots, and reducing expenses, for not only this year, but 5 years out. Completed all necessary due diligence - appraisals, bids on property, environment, title search, etc. and ran pro formas with the new numbers. RESULT: Netted profit of $225K in first year and $2.4M+ in cash gain over 5 years, due to sale of 45% this year of $5.7M.

• Solved a unique issue regarding an unusual customer request. Customer brought in a small pebble to be custom framed. It was small and the employee taking the order followed policy, placed it in a clear protective sleeve and placed it with other orders. I received a call from the General Manager informing me the pebble was lost. This particular pebble was one his father had retrieved from a sanction expedition off the coast of San Diego and was more treasured because his father recently passed. The customer demanded $40,000 as compensation for the loss. I immediately went to work on the problem, found father’s actual expedition, and learned that many pebbles were stored in San Diego and that one could be provided with a letter of authenticity. Although not the exact pebble, it was sufficient to reduce son’s anguish. Called customer personally and explained what had been done. RESULT: Customer was more than satisfied and very appreciative of the extra effort made to satisfy his need. He became a customer for life.

• Led team at Michaels Stores to develop new company payroll program for field organization. Michaels had grown through acquisition and as a result had no central systems. Existing program had stores managing payroll on % basis. Company wanted payroll managed by hours, because stores were consistently exceeding budget with excessive overtime. Selected as team leader to fix problem, evaluated situation, then developed and implemented solution. Developed workable formula, then created an hour’s vs. volume grid template to track budgeted payroll %. Once proper A,B,C grids were established, depending on volume, established procedures, sought input from all pertinent departments and Procedural Committee’s sign-off. Gained Senior Management approval, and presented it at company meeting. Developed a training program and a roll out schedule. RESULT: Reduced employee turnover by 22% with a payroll savings of 12% or $200M.

• Initiated action to reverse the negative performance trend in the Michael’s stores. One district had several trailers of merchandise back stock at each of its stores, representing tens of thousands of dollars to the company / As the Metro Manager, was responsible to handle this resolve. Set up a time-line to run sidewalk sales, with clearance promotions, at progressive value pricing, but not as a clearance sale. Needed to schedule personnel, plan advertising (mostly in store to maintain costs), organize goods, obtain fixtures, plan around calendar events and really get this organized. Ran promotion for 4 months to totally eliminate all of the trailers. Donated any inventory balance. RESULT: Sale generated $334K in the district, cleaned out the inventory and eliminated the $3,600 per month trailer rentals.