Steven L.

Titus Res: 630-513-0474

3N745 Arbor Creek Road Cell: 630-631-2123
St. Charles, IL 60175 stf7492a@westpost.net

Summary of Qualifications
Results driven Sr. Operations Management Leader with a distinguished career buil
ding organizations, developing management teams and significantly improving oper
ational performance. Highly skilled in managing the efforts and activities of pe
ople, capital, and resources to reduce costs, improve productivity, and enhance
operating efficiencies. Proven ability in planning, developing, and implementing
multi-audience corporate strategies and programs to support company objectives
and business growth. Experienced in all facets of store operations, merchandisin
g, sales management, marketing activities, customer service, shrink, inventory a
nd cost controls. Change agent with outstanding strategic vision, leadership, co
mmunication and organizational skills, which have proven to be critical assets i
n developing a positive work environment, managing people, and exceeding company
goals.
More than 15 years of progressive leadership and management experience involving
:
Leadership
* Change Agent Catalyst
* Team Building
* Start - Ups / M & A
* P&L / Budget / Forecasting
* Performance Management
* Turn-Around Leadership Operations Management
* Operations Analysis
* Organizational Design/Development
* Process Performance Improvements
* Training and Leadership Development
* Multi Site Project Management
Professional Experience
Titus Consulting Group, IL 2009 - Present
President
Primarily focused on retail clients and developing solutions for managing the ef
forts and activities of people, capital, and resources to enhance operating effi
ciencies, improve productivity, and reduce costs. Assist clients in planning, de
veloping, and implementing multi-audience business strategies and programs to su
pport company objectives and business growth. Work with cross functional teams o
f 5-30 people.
Client faced with declining sales and profits. Performed competitive study, rev
iewed current go to market strategies, reviewed store layout and design and deve
loped no-low cost go forward actions that CEO agreed with and will implement.
Sears Roebuck and Company and Sears Holding, Hoffman Estates, IL 1993
- 2008
Vice President and General Manager - Hometown & Showroom Stores (2005-2008)
Held complete P&L accountability and oversight of operations for Dealer and Show
room stores. Managed several teams, including Store Development, Store Audit, T
raining, Merchant, Finance, HR, Inventory and Replenishment, Marketing ($62 mill
ion ad budget), and Store Operations. Directed product mix, floor plans, plan-o-
grams, merchandising, marketing, and advertising. Direct Reports 9 Indirect Repo
rts 250.
Faced with a store closing, recognized opportunity to continue revenue contribu
tion. Built cross functional team to determine business requirements, created a
new business model by partnering with other business units within the corporatio
n. Led implementation which resulted in continued revenue contribution while inc
reasing customer satisfaction within 45 days. Solution was rolled out to 9 other
locations and won Chairmans star award in recognition of accomplishment.
Identified a sales opportunity where the competition was weak. Partnered with V
endors, Buyer, and Merchant team to develop comprehensive merchandise / marketin
g launch. Rolled out to over 900 stores within 6 months that delivered $18 milli
on in incremental EBITDA annually. This also created additional leverage for the
buyer to negotiate a lower cost for all business formats.
Steven L. Titus Pg. 2
Tasked with improving the EBITDA in our business. Directed the deep dive into
our Circular/Print Ads, Circulation Penetration, customer draw, and overall mark
eting costs. Designed and executed new go to market strategy within 6 months th
at reduced annual costs by $12 million while improving customer draw and sales.
Recognized a need to increase customer traffic in big ticket stores in order to
drive incremental revenue. Assembled cross functional team of buyers and mercha
nts to identify deals/closeouts that would motivate customers to drive to our st
ores within 3 weeks. Selected and advertised loss leaders that increased custome
r traffic which resulted in 40% sales lift in the big ticket divisions.
Vice President Sales Hardlines Mall Stores (1998-2005)
In charge of all operations (Home Appliances, Home Electronics, Tools/Paint, Law
n & Garden, Sporting Goods and Plumbing) for 875 mall-based locations with $8 bi
llion in sales. Directed eight Region Managers, 160 District Managers, and the D
irector of New & Remodel Stores, the Director of Operations, the National Traini
ng Manager, and 10 support staff. Managed $450 million payroll budget and $125 m
illion remodel budget. Direct Reports: 14 Indirect Reports 20,000.
Due to Hurricane Katrina, tasked with reopening 34 stores immediately in order
to recapture $800 million in lost revenue. Built cross functional team, identifi
ed problem areas, utilized data to formulate a business recovery strategy and le
d implementation while working with local government, National Guard, and FEMA.
Stores were opened earlier than planned which resulted in generating sales well
beyond expectations while creating immense good will in the communities. Won Ch
airmans Star Award for these recovery efforts and national recognition from the
Bush Administration.
Tasked with restructuring the entire field organization in order to reduce oper
ational costs. Analyzed and evaluated all competitors field structures for span
of control and assessed field personnel annual ratings. Developed and presented
3 different business models to CEO and secured approval. Implemented model that
restructured District and Regional alignments for optimum cost savings and span
of control. Project completed in 45 days, which saved $600 million annually whil
e retaining the best talent.
Recognized falling customer service scores, a confusing selling process and dec
lining average ticket negatively affecting sales. Brought in consultant, top 20
sales people to develop a structured selling process. Created the shop-along to
get the Dist Mgrs buy-in, developed the train the trainer road map and launched
a paradigm shifting selling process in 120 days. Resulted in improved sales, sal
es per hour, average ticket, close rates and customer satisfaction. Won Chairman
s award. This selling process is still in place today.
Vice President and General Manager - Dealer Stores (1993-1998)
Negotiated initial contract and operational issues with first 122 store owners.
Designed business model, floor plans, assortments, staffing model, marketing, re
plenishment, Point of Sale needs, signing (exterior/interior), business org. str
ucture, spans of control, etc. Developed rapid store expansion process understa
nding of Owner/Operated stores, contract law and franchise laws. Direct Reports
8 Indirect Reports 155.
Challenged with starting a new business model from scratch. Built cross functio
nal team to determine the business model, developed and launched operations, mer
chandising and marketing plans within 5 months. This new business model was laun
ched with 122 stores and has grown to over 1000 stores today delivering strong d
ouble digit EBITDA.
Regional Manager, Regional Operations Manage, Store Manager, Operations Mgr (4 s
tores)
Education
Bachelor Degree, (Dual) Marketing & Economics, University of Wisconsin, Milwauk
ee, WI
Completed 1 year in Business Administration, University of Wisconsin, Whitewater
, WI
CSC Strategic Seminars for Executives (attended one per year at locations aroun
d the U.S.)
Finance for Senior Executives, Kellogg Business School Northwestern University
Finance for Senior Leaders, College of William & Mary
Space Camp Executive Learning, Huntsville, AL