TONY VIDAL

Gilbert, AZ 85296 | 801.201.6559 | tonyvidal@outlook.com | linkedin.com/in/vidaltony

DISTRICT/REGIONAL DIRECTOR HIGH-VOLUME, BIG-BOX RETAIL

More than 20 years experience in big-box retail management, including 8 years as a top-performing market director
for Lowes Home Improvement overseeing 15 stores and $400M+ in annual sales volume. Led a team of 1800+ in a
major turnaround that saw the market improve from second-to-last in the region to a consistent 1st or 2nd overall.
Expertise in every aspect of multi-unit leadership including team building, talent development, succession planning,
employee engagement, customer satisfaction, planning, and P&L control. Bilingual fluent in English and Spanish.

His unmatched talents combined with his extensive retail experience

make him an outstanding addition to any organization.
AREA HUMAN RESOURCES MANAGER, LOWES

LOWES HOME IMPROVEMENT

MARKET DIRECTOR 15 stores in Arizona ($401M in sales)
Mar 2006 Nov 2015
Promoted to take over a market that had been struggling with declining sales (-2.8% to LY, -4.3% to plan) and profit,
the lowest employee engagement scores in the region, the second-worst customer service scores in the region, and
the second-worst operational reviews in the region. Completely turned it around and established it as one of the
best in the entire company. Oversaw 1850 employees in 15 stores (up to 137,000 ft2) from 2010 to 2015.

Doubled the market from 7 stores to 15 by 2010 drove sales from $161M to $401M, improving from 8th to
3rd in the region (8 markets) and from the bottom 25% to 43rd in the country (138 markets).
Rated as a top performer in the company ranked in the top 20% company-wide every year.
Drove the markets overall performance scorecard from 7th to a consistent 1st or 2nd in the region.
Outperformed the region and the company in comp sales growth the last 4 years (on pace to increase comp
sales 6% in 2015). Grew the average store from $23M to $27M.
Surpassed the sales budget every year averaged 104% of plan with a high of 109% in 2013.
Ranked 1st in the region for overall customer satisfaction scores for the last 6 years improved from 7th.
Exceeded profit targets every year (trending 105% of the profit budget in 2015). Ranked in the top 2 in the
region for profit performance vs. plan and top 3 for gross profit contribution.
Raised operational assessment review scores from 74% to 89% among the highest in the entire division.
Achieved consistent shrink reductions each year, improving from 1.04% in 2006 to 0.72% in 2015.
Drove employee engagement scores from 8th to a consistent 1st or 2nd in the region. Raised survey scores
from 64% in 2007 to 82% by 2014, easily beating the company average of 74%.
Opened 5 new stores in the market opened every store on schedule, under budget, and fully staffed.
Promoted or recruited 32 store managers for this market and others in the region. Recruited a market
director and 2 regional directors to the company.
Selected by the VP to serve on the Regional Merchandising Committee every year since its creation in 2009.
Met monthly to build regional and market-specific promotional space plans.
Co-developed a highly successful store manager walk program. Piloted the program in the Arizona market
before it rolled out nationwide in 2010. This program is still in use today.

STORE MANAGER Colorado ($43M)

Jan 2004 Mar 2006
Recruited to take over a high-volume store (1st in the market) that had been struggling in the bottom quartile of the
region on the overall performance scorecard. Turned it around and drove it to the top 15% in just 2 years. Led a
team of 167 including 6 assistant store managers, 1 human resources manager, and 19 department managers.

Drove the stores overall performance scorecard from 82nd to 14th in the region (104 stores) and from 6th
to 2nd in the market (9 stores).
Drove sales from $37M to $43M improved from 170th to 123rd in the entire company (top 10% out of 1300
stores). Achieved 112% of the sales plan in 2004 and 106% in 2005.
Improved overall customer satisfaction scores to 2nd in the market and 6th in the entire region.
Increased profit 28% over LY in 2004 (123% of plan) and 18% over LY in 2005 (113% of plan).
Lifted the store off the companys high-shrink list in the first year with an improvement of 18 bps over LY.
Recorded the lowest inventory shrink in the history of the store in 2005.
Raised internal audit scores from 67% (prior to arrival) to 82% a 15 point improvement.
Appointed lead store manager for the district after the first year mentored and coached other store
managers as needed; covered for the district manager during vacation periods.
Developed and mentored 5 assistant store managers who were promoted to store manager positions.

STORE MANAGER Utah ($34M)

Oct 1997 Jan 2004
Relocated from San Diego to open the companys first store in Utah. Hired, trained, developed, and led a team of 95
including 5 assistant store managers, 2 department managers, a business sales manager, training manager, and tech
services manager. Opened on schedule and under budget, and established the store as a top performer.

Doubled sales from an initial $16M to $34M with double-digit growth every year and significant increases in
all 4 businesses retail sales, commercial sales, tech services, and training.
Awarded membership in the prestigious Chairmans Club in 5 of the 6 years for achieving at least 110%
of the sales and profit plans for the year. Easily surpassed sales and profit targets every year.
Awarded Store Manager of the Year as the top performer in the region in 3 of the 6 years.
Ranked in the top 10% of the company on internal audits with a consistent 90%+.
Selected as 1 of only 10 store managers, out of 435 nationwide, to join the Store Manager Sounding Board.
Traveled to the corporate office twice a year to plan new programs and review processes.
Recognized as 1 of only 30 store managers in the entire company to receive an invitation from Apple to join
the Apple Retail Panel and contribute to long-term planning.

FLAGSHIP STORE MANAGER San Diego ($78M)

Sep 1994 Oct 1997
Recruited by top executives to manage the highest-volume location in the district and the 4th highest in the country,
a downtown San Diego store that served as the home location for 3 board members. Led a team of 140 including 8
assistant store managers, 4 department managers, and managers of business sales, training, and tech services.

Drove sales from $62M to $78M easily surpassed expectations with double-digit sales growth each year.
Worked for HomeBase as a regional merchandising manager before being recruited by CompUSA in 1994.
EDUCATION & PROFESSIONAL DEVELOPMENT
UNC Kenan-Flagler Business School (2013, 2014)
Brigham Young University, Business Studies and Pre-Med Program
Numerous professional development programs including Situational Leadership II