HUGO BOSS’ Post

Just completed the 3rd training session for the Brand New Uniqlo Manager Candidates program! Gained valuable knowledge on Uniqlo’s business operations, supply chain management, sustainability, and production. I’m eager to apply these insights to staff development, financial management, work planning, and more in my current stores. 💯 #UniqloTraining #Sustainability #LeadershipDevelopment #RetailManagement #BusinessGrowth #StaffDevelopment #CareerGrowth #Businessleader

What started as one store is now eight brands thriving across multiple countries, with over 750 stores. Sizzling Platter, LLC Platter began operating in 1963 as a mom-and-pop with a single Sizzler location in Sugar House, Utah, and a dream to be more. Over sixty years later, the company continues to grow daily, with more than 13,000 team members and renowned brands, including Little Caesars, Wingstop, Jamba, Dunkin', Jersey Mike's, Sizzler, Red Robin, and Cinnabon. Consistency is key when managing eight different brands simultaneously. That’s why Matthew Smith, Sizzling Platter’s Learning and Development Specialist, is an essential part of the team. While there is plenty of overlap in operations across the brands, each one has slight differences that provide unique challenges, meaning that a “one size fits all” mindset simply doesn’t work. This is why Matthew must understand each brand on a deeper level and evaluate what the most important drivers of operational excellence will be for each individual brand instead of just trying to force the same exact programs onto all the different brands. So how does he do it? Check out the clip below and read our latest blog to learn more: https://lnkd.in/eM4hB7pP

My Leadedship Journey - 1. Empowering Small Businesses: Prioritizing small-scale companies over big brands fostered growth and built unique partnerships. 2. Vision and Resilience: Trusting your instincts despite skepticism showcased courage and foresight. 3. Transformational Growth: Expanding Fresh Express Retail from 16 to 70 employees highlights the ability to scale operations while creating livelihoods . 4. Mutual Respect: Acknowledging supportive ownership emphasizes the value of trust and collaboration. 5. Fulfillment and Success: Achieving the goals while staying true to our vision is an inspiring example to everybody. My learning’s proves that passion and commitment can drive transformative industry change. Johnny (Ioannis) Vouyoukas Fresh Express LLC

Enjoyed the US and Our Shoprite Leadership Way session yesterday. Thank you Raeesa Parker Janine Truter The Shoprite Group of Companies for an insightful day, here is 5 point action plan: *Point 1: Define Clear Goals and Objectives* - Establish a shared understanding of the team's purpose and objectives - Set specific, measurable, achievable, relevant, and time-bound (SMART) goals - Ensure each team member understands their role in achieving the goals *Point 2: Foster Open Communication and Collaboration* - Encourage active listening and open sharing of ideas and feedback - Use collaboration tools and technology to facilitate communication and information sharing - Emphasize respect, empathy, and trust among team members *Point 3: Embrace Diversity and Inclusion* - Celebrate and leverage the unique perspectives, skills, and experiences of each team member - Create a safe and inclusive environment where everyone feels valued and respected - Encourage diverse perspectives and ideas to drive innovation and creativity *Point 4: Develop and Grow Together* - Provide opportunities for training, development, and growth - Encourage continuous learning and improvement - Recognize and reward outstanding performance and contributions *Point 5: Emphasize Accountability and Results* - Set clear expectations and deadlines for tasks and projects - Hold team members accountable for their work and outcomes - Celebrate successes and learn from failures to drive continuous improvement By following these 5 points, teams can work together more effectively, achieve their goals, and drive success in their organization.

I couldn't care less about the brand behind a company especially when the leaders suck and the people are miserable. 🤷🏻♀️ There are a lot of people chasing the wrong things - - the alleged excitement of working for a major brand - the logo of a company because it's cool - the money that goes with a big job - the allure of long-term incentives - the "stability" of a large company I encourage you to chase the things that matter to YOU - - an environment that isn't rigid and provides flexibility to grow - leadership that encourages and supports what you specifically need - a company that celebrates people OTHER than just the leaders - a life that provides the needed balance and doesn't require you to choose between family time & work time - a role that gives you energy and makes you WANT to show up as your whole self - real professional relationships that endure regardless of where you work - a life built on the things that matter to you - not just to an employer I hope you're creating a plan for yourself that revolves around the top 5 things that matter to you. If you don't know how to do that, I do - and it's what I do now after leading big supply chain projects for many years. Self evaluate today. Make the adjustments needed to move forward and do that for YOU.

What are some example core competencies? McDonalds=Standardization, Apple=design & style, Wal-Mart=Buying power, Federal Express=Logistics. Other core competencies could be: customer service, continuous learning, innovation, teamwork, quality control, critical thinking, industry expertise, marketing, brand strength & equity and many others. #CoreCompetencies #CEO #ExecutiveDevelopment #Strategy

"Vertical is out, horizontal is in." This brings to mind the creation of Flamin Hot Cheetos. In the movie, Richard Montañez, a janitor at Frito Lay, was so dedicated to the company that invented Flamin Hot Cheetos to target a previously untapped demographic in an effort to save the failing manufacturing facility and ultimately the company. Success is a collective effort, with each person in the company playing a crucial role. It's not about one individual, but the entire team working together. Just like acquiring a new customer requires the collaboration of the entire team, from salespeople to those working behind the scenes, achieving success in any aspect demands teamwork. Every achievement, every bit of growth, it all comes down to teamwork. https://buff.ly/49LyUnU

The Power of Discipline in Retail: Lessons from Shakespeare and Mozart When new Store Managers, Assistant Store Managers, or Department Heads start working in the Retail sector, it’s essential that they receive structured training. This training teaches them how to effectively manage a store, lead their team toward shared goals, deliver high-quality customer service, and maximize commercial performance. The guidelines provided are not mere suggestions but the distilled wisdom of years of experience. Reactions to these guidelines can vary. Some new managers feel reassured by the clear rules and proven methods, understanding that working with a disciplined approach helps them handle the daily complexity of retail. Others may express concerns, wondering if such a rigorous structure might lead to operational monotony: "Aren’t we at risk of making our work too rigid and repetitive?" This is where a broader reflection on the value of discipline—even in creative and artistic fields—comes into play. Take William Shakespeare, for example: his sonnets, considered among the greatest poetic works of all time, are written according to very strict rules. Each sonnet consists of fourteen lines of iambic pentameter, arranged in three quatrains and a final couplet. Despite this precise structure, no one would say that Shakespeare’s sonnets lack originality or emotion. On the contrary, it is through this formal discipline that Shakespeare's genius shines. The same applies to the music of Wolfgang Amadeus Mozart. His sonatas adhere to a strict classical structure, with a clearly defined sequence of exposition, development, and recapitulation. Yet, this rigidity of form has never limited the creativity or emotional impact of his works. In fact, it is precisely this structure that allowed Mozart to channel his inspiration and create timeless masterpieces. These examples show us that, even in Retail, adopting well-defined processes and operational discipline does not stifle creativity. Instead, it enables superior results. Following proven rules not only ensures high service quality and management efficiency, but also provides the framework within which we can improve and innovate. #RetailManagement #Leadership #Discipline #RetailExcellence #Shakespeare #Mozart #InnovationInStructure

When my mentor and I traveled we often would be visiting one of his many stores I noted that when we were together the stores were in top condition. The smell of pine-sol was in the air and every section within the stores looked great. Garments were folded carefully. Displays were sharp and fresh. Staff all looked great.  Now even with all this prep work, sometimes issues came up.  Merchandising  Cleanliness Organization  But anytime something had been missed it was pointed out to the store manager or regional director. The one consistent was that my mentor wanted the client experience to be the best so his observation were based on the client. So why did the stores make such an effort to make their stores MENTOR ready? 1 reasons.  They legitimately wanted to impress and didn’t want to disappoint him I recall those times fondly.  After he retired, I noted a change. There was no pine-sol smell.  WHY? Simply there was no one in a position of authority and leadership who carried the same passion. In order for any company to thrive there needs to be someone that is the heart and soul.  Through their everyday interactions with employees and clients they continually personify standards of excellence.

Yesterday, July 10th, was my 1 year mark serving my 4th generation family owned company, Weber's Brand 💛 I started with so many ideas and goals, but had no idea where to start. 1. Establish Weber's Brand as an every day household brand and name 2. Take back Buffalo and the Western New York community as the true dominant mustard of the region in every category (retail sales and restaurant facings) 3. Modernize business practices and efficiency 4. Create a powerful online presence 5. Push expansion efforts further than the company has ever dreamed 1 year later, those goals continue to run through my veins. I know deep down what this company can look like one day. Everything is on me, and that's just how I want it. I believe I have made a lot of improvements, but there is still so much work to be done.