1. Jim E. Howard II
4498 Mill Grove Terrace  Douglasville, Ga 30135  Phone: 770-283-4686  E-Mail: jhdawg4@gmail.com
Objective
22 years in retail management that includes 9 years of district manager experience and 13 years of general manger
experience; 22 years of experience driving profitability through strategic growth, leading and developing teams, execution
of customer focused strategies and management of the P and L; presently seeking a leadership position with a market-
leading, high –growth company that offers opportunities for advancement..
Experience
Best Buy Company Inc. May 2004 – Present
General Manager Smyrna, GA with a revenue volume of $40
million
Hiram, GA with a revenue volume of $30
million
Clarksville, IN with a revenue volume of $30
million
 Create and Execute Annual Strategic plans for a single location and multi locations throughout Georgia and Alabama
 Analyze Company Data to create Monthly and Quarterly strategic plans that aim towards creating annual unit growth;
presenting data findings and probable solutions to district teams through visual and oral presentations
 Forecast Labor weekly/monthly based on data collected around market reactions, community events, previous
transaction information, as well as various other channels to improve accuracy of labor spend
 Monitor store Profit & Loss statement with primary focus on storewide controllable expense metrics and partner with
outside leadership to ensure we are equipped to make informed decisions regarding expenses, training, and any other
high level managerial decisions
 Accountable for operating the P&L and achieving the company net income goals which are based on 22% -27% of the
store volume which equates to $8 million -$11 million dollars in net profit
 Created additional cost cutting initiatives which achieved YOY improvement in shrink, DWO/Liquidation/EOL,
operational sales and management wages
 Ensure a positive work environment that fosters a great working culture that translates into a positive customer
experience
 Deliver business results that create company profitability from utilizing strategic planning and execution of plans
 Direct involvement with acquiring small business sales to improve multi-channel revenue
 Hiring, Training and Talent Development of 80-100 employees and leading management teams of 7-11 leaders
 Successfully promoted 4 leaders to GM positions and 9 leaders to assistant manager positions

2. 2
Sears April 2002 – May 2004
Store General Manager Louisville, KY with revenue volume of $30
million
Clarksville, IN with a revenue volume of $25
million
 Monitored and proactively addressed customer satisfaction, sales, controllable costs, profit, margin, operational
processes, and compliance as measured by appropriate repot scorecard/dashboard
 Consistently delivered acceptable results as measured by the location balanced scorecard with an intense focus on
customer service and sales growth
 Followed the playbook and the weekly walk process to develop and prioritize action plans with timely follow up
 Executed customer focused strategies, policies and programs as measured by Customer Satisfaction, Survey data and
verbatim comments
 Selected, developed and managed performance of individuals and team, measured by appropriate performance
reports/scorecard/dashboards
 Attracted, hired and on –boards store staff as measured by appropriate performance scorecard, retention and new hire
survey results
 Personally supported, coached and developed team members, created an environment where our associates can be
successful
 Created and maintained a culture of winning that resonated with associates
Sears July 1994 – April 2002
District Manager of Sears Automotive KY/IN/IL with 23 stores and revenue volume of $30
million
NE/IA with 15 stores and revenue volume of $25 million
 Ensured all operations were executed properly and processes followed in accordance with direction including; initial
contact with all customers, vehicle inspections, vehicle analysis execution, providing/explaining solution options,
delivering services, staying in compliance with process and policy and customer follow up and experience to provide
profitable sales and outstanding customer experiences
 Regularly visited the Auto Centers in the district, ensuring that they were operating to Sears Automotive standards;
trained staff, demonstrated best practices, and followed safety guidelines. Aided in development and constant follow
up on Auto Centers & teams that were not meeting expectations
 Monitored and managed district-wide management staffing levels
 Accountable for operating the P&L and achieving net income goals of $4 million - $6 million dollars

3. 3
 Created cost cutting initiatives that reduced labor costs in the auto centers by creating new job descriptions which
reduced the amount of work force but didn’t impede productivity. This was essential in stores achieving their net
income goals that historically did not meet their goals. This best practice was adopted throughout the company
 Ensured consistent, professional, and superior process execution in each District Auto Center to provide the same level
of experience every time, with every customer, at every location
 Drove the implementation of company programs by motivating and supporting the store management within the
district to develop and implement action plans that met operational and organizational objectives
Lead districts with 15 -23 store managers with 200 - 300 associates
NTW
Store Manager 10/1992 - 6/1994
Assistant Manager 2/1992 - 10/1992
Sales Associate 7/1991 - 2/1992
Education
University of Georgia June 1992
Bachelor of Arts – Criminal Justice