Steven L. Williams

Grand Prairie, TX

swils7223@gmail.com

OBJECTIVE:             Executive Director, Program Manager, Retail Management & Sales

EXPERIENCE SUMMARY:

• 25+ years, Senior Management (Retail; GovernmentServices)
• 5+ years, Senior Human ResourcesTraining & Development (Retail; Government Services)

CLEARANCE:             DoD, Secret (last adjudicated: 07/06, expired: 07/16)

PASSPORT:                United States Citizen (Issued: 07/13; Expires: 07/23)

WORK PREF.:             Open for relocation

EXPERIENCE PORTFOLIO:

03/15 – Present, Human Resources Worldwide Training Center Manager

Army & Air Force Exchange Service (AAFES), Head Quarters, Dallas, TX

• Manage operationsof Human Resources Training center for retail and service managers conducting education programs for AAFES worldwide operations including retail & general management associates up to the GS-14 pay grade,
• Managed four e-learningdesigner/developer staff members providing services to trainees in the classroom and in virtual training platforms
• Responsible for training40 learners (average per class) directly; 30 classes annually for retail / services, including lower-, middle-, and upper-management (general managers), on topics of advanced / basic financials, military clothing, customer service, operations management, branch store management; team teaches >4,000 associates annually
• Coordinate and develop curriculafor 17 organization directorates (Exchange Division) including: Audit, Business Development, e-Commerce Exchange Credit Program, General Counsel, Human Resources, Information Technology, Inspector General, Logistics, Loss Prevention, Merchandising, Real Estate, Services Food & Fuel, Strategic Planning and Partnership, Business Intelligence, Procurement, in CONUS/OCONUS locations, including scheduling, development, and training personally (12 courses noted above) on retail related curricula
• Manage a teamof four instructors / developers supervising training within 17 organization directorates, including talent development; work / liaise with on-the-job coaches and mentors, coach On-The-Job-Training (OJT; job shadowing) coaches by teaching and coordinating on how to work with these trainees in the field (CONUS)
• Responsible for $17.5M budget, including financialanalysis, to achieve Human Resources (HR) Talent Management & Development objectives and company strategic goals; results were 28% (2015) under-budget (overhead expense) by reducing personnel costs, moving costs for personnel in organization, and lowering expenses
• Responsible for fixed assets(real property, including: buildings, equipment, and IT equipment; responsible for talent development maintenance / paperwork; Repair & Maintenance (R&M) work
• HRcommittee member for HR within the HQ Executive Contingency Committee; manage, direct, and assist oversight and steering committee management team in Southwest Asia
• Financial oversight, including closely monitoring financialstatements to lower expenses, resulted in identification of $100K charged to Talent Management and Development facilities that should have been allocated (charged) to other facilities outside of HR; decreased payroll expenses by eliminating redundant personnel, resulting in saving the department $75K annually

01/14 – 03/15, Executive Area Manager (GS-15)

Army & Air Force Exchange Service (AAFES),  Afghanistan / Kyrgyzstan

• Managed >25 direct run retail businesses; >50 concessionfood businesses, >50 concessions; general merchandise businesses >30 personal services concession businesses, >25 Internet and phone service concession businesses, including retail, food, concessions, personal services, internet & phone services, and contracts for 25 bases with revenue of >$200M annually and operations budget of ~$20M
• Reduced expensesproportionately to sales decline and troop reduction as bases closed; used legacy systems to create spreadsheet to reduce overall inventory by 25% simultaneous to increasing in-stock percentage of merchandise to 95%, resulting in less inventory equating to lower shipping costs from the US; long-term, overall results were reduction of excess inventory, saving >$1M in shipping and handling costs
• Managed/directed 800 personnel, including USA-based managers, third country nationals (India, Pakistan, Bangladesh, Kyrgyzstan, Nepal and the Philippines); ~70 US personnel, ~500 third country nationals, and ~250 local nationals (Afghans and Kyrgy’s), ~250 contractor personnel; supervised / directed organization payrollfor US employees >$3M annually and TCN and LN payroll at >$5M annually (payroll of $8M annually)
• Established / audited employee trainingprograms for customer service; executed training programs, coaching and mentoring, establishing action plans and goals, and manage expenses and controllable metrics; traveled to bases to quality assure (QA) processes
• Closed 15 (of 25) bases (Presidential executiveorders) for troop reductions; responsible for fixed assets (real property: buildings, equipment, IT equipment, valued at ~$2M, 25 vehicles and Material Handling Equipment (MHE) valued at ~$500K, and inventory valued at ~$60M, including transfer / disposal with no loss of inventory or equipment in the drawdown and write-off of aged and merchandise that was not cost effective to transfer
• Opened new retail store and concessionshopping area in Bagram, with 10,000 square feet, with general merchandise inventory and primary customers of 15,000 soldiers, airmen, and contractors, earning daily gross sales of ~$30K
• Liaised/partnered with Major General Mike Murray Deputy Commander USFOR-A / 3^rd Infantry Division and MG Jeffrey N. Colt Deputy Commander USFOR-A / 18^th AirborneCorp of the 18^th Airborne, and base / garrison commanders, including foreign commanders on drawdown; responsible for all classified briefings including drawdown briefings; resulting in efficient closure / continued operation of businesses
• Created inventorydata spreadsheet (Kuwait) from legacy systems to reduce overall inventory by 25% simultaneous to increasing in-stock of merchandise to 95%

11/11 – 01/14, General Manager (GS-14)

Army & Air Force Exchange Service (AAFES), Kuwait / Jordan / Iraq / Saudi Arabia

• Managed operationsand businesses including retail, food, concessions, personal services, Internet & phone services, and contracts for 21 bases with revenue of >$150M
• Managed 400 personnelincluding USA-based managers, third country nationals, including 50 US personnel, 100 Third Country Nationals (India, Pakistan, Bangladesh, Philippines), 50 local nationals (Jordan) and 200 contractor personnel
• Managed / oversaw operationsbudget of ~$15M; reduced expenses proportionately to sales decline and troop reduction as we closed 13 bases throughout Iraq and Kuwait.
• Created inventorydata spreadsheet to reduce overall inventory by 25% simultaneous to increasing in-stock of merchandise to 95%; results were ~$300K savings in shipping and handling overhead costs; minimized losses when moving ~$400K in merchandise and assets to Jordan when closing Iraq opening new stores / bases (Jordan)
• Responsible for establishing / auditing employee trainingprograms: customer service, program execution, coaching / mentoring, establishing action plans / goals, manage expenses / controllable metrics; traveled to bases to quality assure (QA) processes
• Expenses and inventoryreduced during draw-down as sales declined in four countries, directed marketing follow-through (from HQ’s) for execution, result – 20% higher sales than previous year
• Closed 13 of 21 bases (executiveorders for troop reduction); responsible for all fixed assets (real property), vehicles, and inventory transfer and disposal with no losses and minimal write off; closed 10 base stores and concession businesses (operations; Iraq; 2013) while opening three bases with retail stores and concession businesses retail store operations (Jordan; personal services and gift shops concessions)
• Worked directly with Central Command (CENTCOM), US ArmyForces, US Central Command (ARCENT), Defense Intelligence Service (DIS) Personnel, and Base / Garrison Commanders via command support of facilities (command-provided buildings, repair, maintenance) to serve needs of military service personnel; conduct/attend weekly staff meetings for theater updates of military personnel, needs, and movements
• Worked directly with US Department of State (DOS) in US Embassyin Baghdad, Iraq; attended briefings and liaised with Chief of Mission, Ambassador Steve Beecroft, Embassy Management Staff (Lt. General Robert Caslen) and Staff of Office of Security Cooperation – Iraq (OSC-I), for support to military service members and civilians; attended staff meetings, conducted site visits with staff to Iraq bases
• Managed base opening/closure projects (project management) for ~25% of work load for self and immediate team; opened Chili’s restaurant (Camp Arifian; two-year project)
• Created inventorydata spreadsheet (Kuwait) from legacy systems to reduce overall inventory by 25% simultaneous to increasing in-stock of merchandise to 95%, resulting in ~$300K in shipping and handling overhead costs

12/07 – 11/11, Retail Store Manager 

Army & Air Force Exchange Service (AAFES), RAF Lakenheath, UK

• Managed operationsof primary store; responsible for financial budget planning, including sales and budget, sales promotion (execution of HQ’s marketing programs), some personnel recruiting, management of ~$10M in inventory, and training of ~125 US (50%) and English (50%) staff; trained 100% of Managers (7) and 5% of remaining personnel; manage operations budget of $48M (sales) / $5M (expenses)
• Established salesand productivity goals, and minimize inventory costs, resulting in store revenues of ~$48M annually; established Lakenheath as #16 store (of >100 AAFES locations); with ~25,000 customers (UK); achieved a 99% in-stock rate (inventory advertised was present) including 12,000 regular retail items, and additional 20,000 seasonal items (fashion clothing), with 4-week lead time
• Managed/supervised 125 US-based and local national associates / managers; monitored customer service/ satisfaction; managed contact associates, including managers, supervisors, sales associates, customer service associates, and cashiers; managed by right-sizing staff for management and supervisors; developed / mentored staff for career development of targeted associates into promotional opportunities for retail management positions
• Achieved highest resulting in salesof >200 for merchandise protection Plans and highest number of (>100) internal credit card approved applications, earning retail operations an additional >$10M monthly for all European stores
• Established lowest Stock to SalesRetail (SSR) industry standard; averaged ~2.5 to 1 versus other European stores at >3 to 1; established highest inventory turns with sales > $4M monthly and inventory averaging ~$9-$10M, resulting in an average of .4 turns (monthly) or 4.8 turns (annually) with Lakenheath (UK) at five turns for year resulting in one of top 10 stores internationally [compared to #1 store worldwide (Ramstein Germany; Kaiserslautern Military Community [KMC])]
• Reduced inventoryfrom $12M down to $10M, which reduced shipping and handling expenses by $200K annually; imported all merchandise from US; results were >$1M in savings for personnel (man-hours, payroll) and inventory (just in time methodology)
• Passed two HQ’s financialaudits, HQ’s jewelry audit, and HQ’s Inspector General (IG) inspection

07/06 – 12/07, General Manager (GS-13)

Army & Air Force Exchange Service (AAFES), Southern Iraq

• Managed operations/ businesses, including retail, food, concessions, personal services, Internet & phone services, and contracts for five bases with revenue of >$100M; budget of >$100M, and $10M in personnel payroll and overhead expenses
• Managed 200 personnel, including: 30 US-citizens, 150 3^rd country nationals (India, Pakistan, Bangladesh, Philippines) and 20 local Iraqi nationals
• Developed an ordering system for merchandiseto reduce inventory by 30% and simultaneously increasing sales by 30% (without troop increases); saved shipping and handling costs by reducing inventory and increasing turns; saved >$500K in shipping and handling and >$100,000 in write-offs of expired merchandise by not over-ordering
• Project Management activities of opening new stores and foodfacilities encompassed ~10% of activities; opened a Taco Bell for military service members (morale builder)
• Implemented an ordering process; personally developed the system for optimum financialresults of the five general managers in Iraq

03/05 – 07/06, General Manager (GS-13)

Army & Air Force Exchange Service (AAFES)

United States Military Academy, West Point, NY

• Managed / supervised >300 people on five bases West Point, Picatinny Arsenal, Ft. Stewart, Ft. Hamilton, and Tobyhanna (NY, NJ, PA) with revenueof >$100M annually; supervised budget of >$100M (sales) / $10M (Personnel & Expenses); opened Subway Franchise (Ft. Hamilton) and  West Point, increasing exchange food sales by 25%

Retail Store Manager (GS-12) / Director of Retail Operations (concurrent management)

03/01 – 03/05, Army & Air Force Exchange Service (AAFES), Ft. Hamilton, NY

09/01 – 02/02, World Trade Center (Ground Zero), AAFES, Ft. Hamilton, NY / NYC, NY

01/95 – 03/01, Retail Store Manager (GS-10/11) / Combined Activities Manager

09/99 – 03/01, Army & Air Force Exchange Service (AAFES), Ft. Indiantown Gap, PA

09/98 – 09/99, Army & Air Force Exchange Service (AAFES), Prince Sultan AB, Saudi Arabia

09/96 – 09/98, Army & Air Force Exchange Service (AAFES), Ft. Monmouth, NY

01/95 – 08/96, Army & Air Force Exchange Service, Tuzla West (Comanche) Tuzla, Bosnia

FORMAL EDUCATION:

• 1987, Bachelor of Business Administration, Major – Management, Minor – Management of Information Systems (MIS), University of Oklahoma, Norman, OK; GPA 3.12; Courses: Accounting, Finance, Management, Communications, Business Math, and Management of Information Systems

CAREER TRAINING / CERTIFICATIONS:

• 2011, ServSafe Certified, National RestaurantAssociation, Chicago, IL
• 2004, General ManagerIndividual Development Program
• 1993, Office of PersonnelManagement – Labor Relations Course for Managers
• 1996, Licensed Forklift Driver, US GovernmentTrained
• 1976, Licensed NASDSScuba Certified, NASDS

HARDWARE / SOFTWARE / TECHNICAL / COMPUTER:

• Adobe Acrobat Software
• Adobe Connect (Software for Virtual Training)
• Articulate(Curriculum Development and Training Software)
• Business Intelligence
• Home Electrician
• Hyperion Financial Management Software
• Microsoft Office: Word, Excel, PowerPoint, Outlook
• Micro-strategy Business IntelligenceSoftware
• On Demand Course Development
• SIPRnet / NIPRnet
• Storyline

RECOGNITION / AWARDS:

• AAFES – Superior Accomplishment (2)
• AAFES – Thanks for Contributing – Elite (2)
• AAFES – Excellence (4)
• Armed Forces Civilian Service Medal
• Armed Forces Expeditionary Medal
• Chief Operating Officer / President Coin for Excellence (2)
• Global War on Terror – Civilian Support Medal (2)
• Military / DoD– Several Medals / Awards >70 Command Challenge Coins for Excellence
• NATO Medal – Former Yugoslavia
• Pennsylvania Commendation Medal
• 2015, Letter of Recognition, AAFES CEO Tom Shull
• 2012, Certificate of Appreciation, Executive Directorof Support, OSC-I, Iraq
• 2008 – 2010, Assistant Scoutmaster, Boy Scouts of America
• 2006, Certificate of Appreciation, Garrison Commander, West Point, NY
• 2006, Certificate of Appreciation, MWR Director, West Point, NY
• 2004, Certificate of Appreciation, Garrison Commander, Ft. Hamilton, NY
• 2004, Certificate of Appreciation, Garrison Commander, West Point, NY
• 2002, Recognition Award, Federal Bureau of Investigation, World Trade Center, NY
• 2002, Letter of Recognition, BG M. Stephen Rhoades, World Trade Center, NY
• 2001, Certificate of Appreciation, Garrison Commander, Ft. Hamilton, NY
• 2001, Certificate of Appreciation, Garrison Commander, Ft. Indiantown Gap, PA
• 2001, Certificate of Appreciation, MG George T. Garrett, World Trade Center, NY
• 1996, Honorary Member,18^th MP Brigade, Col. Stephen J. Curry, Bosnia
• 1996, Certificate of Achievement, 4^th Brigade 1^st Armored Division, Bosnia

KEY & TRANSFERABLE SKILL WORDS:  AAFES, Administration, Afghanistan, Airborne, Ambassador, analysis, applications, approved, ARCENT, Army, Arsenal, Articulate, assets, audit, Base closure, briefings, budget, CENTCOM, coach , command , concession, Contingency planning, contracts, cost containment, curricula / curriculum, Department of Defense (DoD), Development, directorates, e-Commerce, e-learning, Embassy, employees, equipment, Exchange, executive, expenses, facilities, financial, food, Government, HQs, Human Resources (HR), in-stock, inspection, instruct / instructors, Intelligence, inventory, Legacy systems, Logistics, manage / management / Manager, marketing, mentoring, merchandise / Merchandising, metrics, Military Base, NASDS, On-The-Job (OJT), operations, overhead, personnel, planning, Procurement, Program manager / Project manager, property, Quality Assurance (QA), recruiting, Restaurant, Retail, revenue, sales, scheduling, Security, shipping, spreadsheet, staff, strategic planning, franchise, Supervisor, systems, team, Training, vehicles, write-off