Jonathan Muller
Gisborne,New Zealand
Summary
Organized and dependable candidate successful at managing multiple priorities with a positive attitude. Willingness to take on added responsibilities to meet team goals. To seek and maintain full-time position that offers professional challenges utilizing interpersonal skills, excellent time management and problem-solving skills.
Overview
27
27
years of professional experience
Work History
Chief Executive Officer Franchising
Cash Crusaders Franchising
11.2022 - 12.2023
- Responsibilities include: Profitability of Franchising Business (250 stores) against Annual budget, Coaching and mentoring all Franchisee’s on Business acumen, financial decisions and best practices
- Compliance and Alignment with all legal and regulatory aspects of full business
- Leaderships and Development of all teams reporting to me, which included, Operations, Sales, Merchandise Planning, Project team, Customer Care, Training, Finance and In-house Security and Risk
- Full HR/ER processes from recruitment, induction, development, Performance management, Performance Reviews, Salary comparisons and any Employee Relations aspects
- Improve Efficiencies of all teams to be focused on building customer centric culture in all stores
- Review Marketing and POP material annually to refresh brand
- Leading development of Franchise Business short and long-term strategy, ensuring their alignment with short-term and long-term objectives
- Divisions Profitability Long term and short-term Strategies Commercial development of brand Legal Compliance Relationship building EBITDA growth Footprint Expansion and Development Change culture to become First-choice employer
- Chief Steward of Franchising Company End to End responsibility for Business.
- Increased company revenue by implementing innovative business strategies and expanding product offerings
- Streamlined operations for improved efficiency, reducing overall costs and increasing profitability
- Implemented strong financial controls, ensuring accurate reporting and solid decision-making capabilities
- Cultivated positive company culture, promoting employee engagement and retention through tailored initiatives
Operations Executive – National
Cash Crusaders Franchising
11.2020 - 11.2022
- Overseeing various Departments to ensure Business is Operationally strong and delivering towards set strategies, budgets and growth plans, 250 stores
- Teams managed are: Operations – Standards and Compliance to all Legal and Franchising systems
- Merchandise planning – Maintain 97% in stock availability of all New Goods lines
- Project team – Revamps and New store build outs, full accountability from planning to build-out
- Customer service – Complaints team dealing with all complaints within 24-hour turnaround
- Training – Building all training content and delivering though online, in–house and classroom training
- Security and risk – High risk stores, audit and ensure security protocols in place to minimize losses and opportunity for all criminal elements
- Store Auditing – Compliance to all policies and procedures, financial manuals
- Finance – Ensure all P&L’s are captured in accordance to Financial accounting manual, monthly Finance reviews.
Sales Director
Clarins Group
10.2015 - 10.2020
- Have full responsibility for end-to-end sales function, B2C and B2B
- Develop Sales growth strategy as well as end to end market Retail strategy with most effective and efficient tactical operational approach
- Key focus on delivering market leading customer service, improving productivity and profitability per retailer
- Structure changed to be more efficient and productive, delivering planned goals
- Catalogue and product mix negotiated with retailers and available in all stores
- Renegotiated trade agreements for retailers as well as African Agents
- Manage Both Sell in and Sell Thru in all retail outlets, through Key Accounts team for sell in and Field Sales team to drive in-store sales.
- Boosted sales revenue by developing and implementing strategic sales plans and initiatives tailored to organization''s goals.
General Manager Operations
Clicks Group
04.2011 - 10.2015
- Develop and implement store sales and operational strategy for 76 stores in Inland Division
- Key focus on delivering improved customer service to 88% satisfaction, reduce costs by 6% while growing top line sales volumes by 14%
- 14 Direct reports with a total of 864 people in store operations servicing 76 Clicks stores managing 1,7 Billon MZAR turnover across Division
- Accountabilities included Stores operational performance, set and delivery of financial Budgets, all HR/IR aspects of Division, Store revamp and openings and Drive stores to deliver superior customer service
- Key delivery was integration of Pharmacy into Clicks group as corporate pharmacy chain.
- Improved operational efficiency by streamlining processes and implementing cost-saving measures.
- Developed and executed strategic plans for increased productivity, profitability, and overall business growth.
- Led cross-functional teams to achieve key performance indicators and drive positive results across the organization.
- Established a culture of continuous improvement by identifying opportunities for enhancement in operations, systems, and procedures.
- Developed high-performing teams through effective coaching, mentoring, and performance management strategies.
- Delivered consistent results in challenging market conditions through sound decision-making based on comprehensive data analysis.
- Developed systems and procedures to improve operational quality and team efficiency.
- Led hiring, onboarding and training of new hires to fulfill business requirements.
- Analyzed and reported on key performance metrics to senior management.
- Increased profit by streamlining operations.
- Mitigated business risks by working closely with staff members and assessing performance.
Regional Manager Operations
Clicks Group
02.2008 - 04.2011
- Develop and implement store sales and operational strategy
- Key focus on delivering improved customer service, reduce costs while growing top line sales volumes by 15%
- Accountabilities included Stores operational performance, set and Delivery of financial Budgets, all HR/IR aspects of Division, Store revamp and openings and superior customer service
- Team development for future growth plans, Accountabilities included Stores operational performance, set and Delivery of financial Budgets, all HR/IR aspects of Division, Store revamp and openings and superior customer service
- Key delivery was integration of Pharmacy into Clicks group as corporate pharmacy chain.
- Streamlined regional operations by implementing efficient processes and procedures
- Enhanced customer satisfaction through effective communication and problem-solving strategies
- Managed a team of diverse employees, fostering a positive work environment that encouraged collaboration and professional growth
- Conducted regular audits of operational procedures to ensure compliance with industry regulations and company policies
- Managed budgets and financial reporting for the region, providing accurate forecasts and identifying areas for potential savings
- Led cross-functional teams in pursuing process improvement projects, resulting in increased productivity across departments
- Led weekly meetings with regional staff to review progress, address challenges and drive timely task completion
- Devised and executed training plans for new and existing staff to support competency and compliance
- Traveled to over 5 locations per week to manage each store and perform reviews of individual managers and employees
Regional Manager Field Services
Vodacom
09.2006 - 01.2008
- Regional Accountability for all Retail outlets selling Vodacom Sim cards and Airtime
- Managing team of 18 people calling on all retail and Wholesale outlets, driving merchandising and sales for each store
- Ensuring Vodacom remains the number one Network provider in South Africa
- Accountabilities included Field team’s operational performance, KPI Management and Regions budget management
- All HR/IR aspects of regions, Delivery of clients Service Level agreements
- Meet the Balance Score card metrics.
Owner - Operator
Pano's Restaurant
01.1997 - 07.2006
- Increased customer satisfaction by providing high-quality services and timely communication.
- Managed daily operations for optimal efficiency, streamlining processes to reduce costs.
- Developed and implemented successful marketing strategies, resulting in increased brand awareness and customer base.
- Established strong relationships with suppliers, ensuring consistent delivery of goods and services at competitive prices.
- Ensured compliance with relevant regulations, maintaining proper documentation and licensing requirements.
- Negotiated contracts with vendors to secure favorable terms for business.
- Managed day-to-day business operations.
- Developed and maintained strong relationships with clients, resulting in repeat business and referrals
- Managed financial aspects of the business, including budgeting, financial reporting, and tax preparation
- Implemented marketing strategies to increase brand awareness and attract new customers
- Expanded product offerings by researching market trends and identifying potential growth opportunities
- Mentored staff members on best practices in customer service and sales techniques, leading to increased performance levels
- Oversaw daily operations, ensuring all tasks were completed accurately and efficiently by team members
- Established a positive workplace culture that fostered employee engagement, collaboration, and loyalty
- Evaluated industry competition regularly to maintain competitive advantage in marketplace
- Ensured regulatory compliance by staying abreast of industry-related changes and implementing necessary policies or procedures as needed
- Managed day-to-day business operations
- Consulted with customers to assess needs and propose optimal solutions
- Evaluated suppliers to maintain cost controls and improve operations
- Prepared bank deposits and handled business sales, returns and transaction reports
- Monitored daily cash discrepancies, inventory shrinkage and drive-off
Education
Online Certificate Supply Chain Management -
Milpark Business School
Johannesburg, South Africa01.2019
Chefs course -
Unisa
South Africa 12.1999
Matric, Grade 12 -
Alberton High
Alberton, South Africa11.1996
Skills
- Regulatory Compliance
- Cash Management
- Risk Management
- Contract Management
- Strategic Planning
- Organizational Management
- Revenue Growth
- Financial Leadership
- Operating Budgets
- Business Development
- Retail Operations
- Project Management
- Negotiation
- Relationship Building
- Financial Management
- Business Management
- Operational Leadership
- Sales Strategy
- Leadership Development
- Cross-functional Collaboration
Accomplishments
Provincial Rugby trials 1996
References
- Sean Stegman, CEO - Cash Crusaders, +27844260618
- Alain Rossouw, Development Executive - Cash Crusaders, +27833594332
- Christian Laurent, Regional President Emerging Markets - Clarins Group, +41798427277
- Lynne Hannah, CEO South Africa - Clarins, +5142380069
Hobbies and Interests
- Rugby
- Self-Development
- Cooking
- Reading
Languages
English
Native or Bilingual
Afrikaans
Native or Bilingual
References
References available upon request.
Timeline
Chief Executive Officer Franchising
Cash Crusaders Franchising
11.2022 - 12.2023
Operations Executive – National
Cash Crusaders Franchising
11.2020 - 11.2022
Sales Director
Clarins Group
10.2015 - 10.2020
General Manager Operations
Clicks Group
04.2011 - 10.2015
Regional Manager Operations
Clicks Group
02.2008 - 04.2011
Regional Manager Field Services
Vodacom
09.2006 - 01.2008
Owner - Operator
Pano's Restaurant
01.1997 - 07.2006
Online Certificate Supply Chain Management -
Milpark Business School
Chefs course -
Unisa
Matric, Grade 12 -
Alberton High
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