Sometimes you see insight by looking at who leads & what they say, do & champion.
Troy Risch's Summary -- Reduced EEOC claims by 89%.
. Started 70/20/10 concept --70% campus, 20% external, and 10% internally
Troy Risch's Experience
Executive Vice PresidentSeptember 2006– gone to pursue other endeavours
P&L responsibility for $64 billion in sales, 8.7 billion in expense, 1,752 stores (225 Super Target), 320,000 team-members, 200-person Store Operations Team at HQ. Served on Executive Committee,gave presentations at all board meetings. Communication responsibility beyond stores was Media Day events, shareholder meetings, stock analyst meetings, national meetings that included 13,000 team members, and various other events at HQ.
-Steadily improved customer service scores to record levels where Target is now recognized second only to Nordstrom's in a recent survey from Michigan University.
-Strategic partner in the development of growth strategies Pfresh, CityTarget,“5% Off” rewards program.
-Reduced expense $400M from 1/2007-1/2011.
-Restructured stores leadership teams by 22% at the executive level
and 27% at the team leader level (approximately 13,400).
-Improved productivity from flat to over 4% each year since 2006, a total of 18%.
-Team survey scores are at the highest levels in history and truly separate Target from the competition.
Group Vice President2005/06
Full team and P&L responsibility for 60 stores, 6 districts,$2.1 billion in sales and 11,000 team members. Of the 60 stores, 20 were performing at a satisfactory level, 20 below brand standards, and 20 were extremely poor. Drive significant change in operations, execution, and team.
-Upgraded 1 district manager. Converted 60% of interns into executives and turned the campus recruiting from one of the worst in the company to the best.
-Improved payroll results by 97% saving 168,000 hours of payroll or $1.68 million dollars.
Started potential-focused staffing initiative that concentrated on campus recruiting and internships. Turned Missouri, Kansas and the University of Nebraska Lincoln from schools we didn't recruit at to Tier 1 schools for the company. This initiative led to the promotion of 4 district managers to director, 12 store managers to district manager, and 51 executives to store manager, and a pipeline of talent for years to come.
Upgraded 3 district manager from 2002/05.
Reduced EEOC claims by 89%.
Led turnaround of one of the most underperforming districts in the company.
Terminated two underperforming store managers, eight executives and filled back 13 other openings in first three months.
Started the internship program, increased campus recruitment to 70%, and hired externals/internals that had the potential for at least two additional promotions.
-Developed a culture of accountability and excellence vs. mediocrity and victimhood.
-upgraded one underperforming store manager, started internship program in district,
Developed vist routines that maximized my time,gave my team consistent focus and led to improved brand standards, operational, financial, and team performance.
>Started 70/20/10 concept with 70% campus, 20% external, and 10% internally.
Developed and tested logistics innovations that would rollout across every store in the company and change the way stores operate to this day.
Store was consistently recognized for Brand, Team, Execution, and Financial Accountability by District, Group and Regional leadership.
Store ManagerJuly 1997/98
Upgraded two underperforming executives and developed two others to Store Managers.
Improved Best Team Survey,Guest Survey,operational and financial health through consistent focus and communication engaging each team member into the success of the store.
Led the development of the Business College for the District
Executive Team Lead Jan1992/97
Executive level management positions in four stores.
North Dakota State University1986/90