James Power

• Priority focus: 10 locations throughout New South Wales, Victoria, Queensland, and Western Australia.
• Secondary focus – support 40+ franchisees and junior business coaches across other territories in Australia.
• Contribute strategically as a key member of the senior leadership team.
• Rebuild of the Franchise Operations Manual.
• Develop key action plans with the Franchisee Partner and corporate to turn around underperforming territories.
• Report key financial and business performance data to the business (Board level down) via the creation, maintenance, and delivery of KPI reporting.
• Build and maintain effective relationships with Finance, IT, Marketing, Learning & Development, and, in particular, franchisees.
• Plan and instigate internal review audits across the 50+ Australian territories.
• Key Achievements:
• Business revenue nearly tripled within four months at a regional Queensland location.
• Identification, investigation, rectification, and exit through formal breach of previously misidentified territory issues.

Initial startup in New Zealand – pivoted to a Queensland, Australia base.

• Family business venture to bring to the market a fresh level of expertise in:
• Loss prevention, security consultation, investigations, and site setup.
• Commercial review and strategy planning for growth.
• Leasing, including site research and selection,
• Fit-out project management.
• Local and international sourcing of joinery and merchandising.
• Design to maximize footprint, GMROF, and improve customer journey.
• Tender review and contractor management.
• Standard operating procedure consultation and documentation.
• Human resources.
• Performance counseling and restructuring support.
• Recruitment to best fit your business and team.
• During the COVID-19 business lockdowns, we performed a pivot to:
• E-commerce store start-up and ongoing operations (current).
• Achievements:
• The first client was established prior to the public launch of the business, resulting in further referrals to a wider network in New Zealand and Australia.
• Start-up of an online retail store, consistently trading over $20k in sales per month, with operating costs of approximately $1k per month (excluding stock purchases) for the first six months.

• Spark HMB (Home, Mobile, Broadband) direct report as project leader – further indirect reports depending on the project.
• Responsibilities:
• Build and leverage key internal cross-functional relationships (e.g.)
• Digital/IT, Marketing, HR, Finance, Property, Legal, Internal PR, Regional, and Store Managers, Franchise owners/operators.
• Build and leverage key external relationships (e.g.)
• Suppliers, vendors, and commercial building industry contacts.
• Negotiation of new and relocation store lease agreements, including rental, contribution, and uplift rates for the tenure of the site deal, with leading management groups, e.g. Westfield, Kiwi Property.
• Identify savings in the established standard store production kit with existing and new suppliers.
• Propose and redefine a new standard store production kit for the 2017 franchise and company-owned store rollout.
• Enhance the existing tender process for store builds and de-fits across existing shopfitter incumbents and sourced alternatives.
• Management of the associated multi-million-dollar CAPEX budget.
• A complete overhaul of the existing mobile showroom vehicle to a mobile sales on wheels is planned for early 2017.
• Establish new service level agreements (SLAs) with existing and new suppliers.
• Identify, establish, launch, and review training systems with Optical.
• Project management, including budget and approvals process,
• Weekly and monthly project status updates to the Board and Heads of Department.
• Achievements:
• One new store, two store relocations, and three store refurbishments within the first 12 weeks in the role, all open on agreed dates.
• Continuity of trade across all refurbishments and relocations through the management of temporary sites/kiosks and de-fits.
• Identified a new vendor to network with potential savings of 15% across current build costs, based on the agreed scaling of works during 2017.

• Build and leverage key internal relationships, e.g., General Manager, Optical Leadership Team, Marketing, HR, Finance, IT, Property, Professional, Legal, Internal PR, Store Optometrists, and Managers.
• Build and leverage key external relationships, e.g. Suppliers, vendors, and optical industry contacts.
• Extrapolate membership, claiming, demographic, and competitor data into a business proposal for new locations or relocations.
• Negotiation of new and relocation store lease agreements, including rental contributions and uplift rates for the tenure of the site deal, with leading management groups (Westfield, AMP, Stockland, and Federation).
• Lease activation documentation, including CAPEX assignment and GMROF calculations for consideration by Bupa executives (Legal, Health Services, Property).
• Identify savings in the established standard store production kit with existing and new suppliers. Propose and redefine a new standard store production kit for the 2015 accelerated rollout.
• Lead the design process from end to end for new relocations, working with consulting store designers. Focus on customer journey alignment within all designs.
• Establish a tender process for store builds and de-fits across existing shopfitter incumbents, and sourced alternatives. Management of the associated multi-million-dollar CAPEX budget.
• Rollout of audiology (hearing care) across the optical store network beginning in 2015.
• Chair the project board, ensuring internal cross-functional accountabilities and deliverables are met.
• Challenge the negotiation of service level agreements (SLAs) with existing and new suppliers.
• Identify, establish, launch, and review training systems with Optical.
• Develop and manage optical standard operating procedures and processes.
• Standard operating procedure for intranet creation and ongoing maintenance/updates.
• Project management, including the budget and approvals process.
• Weekly and monthly project status updates to the Board and Heads of Department.
• Achievements:
• Three new stores, one store relocation, and one store refurbishment within the first 10 weeks in the role, all opened on agreed dates.
• Nomination of initiatives to reduce ongoing CAPEX requirements to internal parties, namely IT and Professional, with store equipment procurement.
• The fit-out of 2015 stores is planned to save 21-25% in comparison to 2014.
• Investigated and instigated the change of in-store digital media provider across not only the Bupa Optical business unit, but also Bupa Health Insurance, Dental, and GP Clinics, saving significant upfront CAPEX per project and ongoing OPEX costs.

Optical retail division of Bupa Australia - contract role as lead in to full time starting in 2015

• Managing and leading regional operations to achieve regional sales targets, outstanding customer service, high clinical standards, a motivated workforce, and improved center profitability throughout NSW and ACT.
• There were 55 to 60 permanent and visiting clinics across ACT and NSW, with over 100 employees. Variation due to the temporary opening or closure of visiting clinics.
• FTE management, including FTE planning, recruitment of clinical and non-clinical employees, FTE resource allocation, and identification of external talent.
• Appointment Book Management, including management of trading hours, maximizing sales, fitting appointments, and customer lifecycle efficiency.
• Local demand generation, including medical community relations, community outreach programs, and initiating LAM actions in particular 'Sound Communities.'
• Business compliance, including device portfolio, stock management, pricing and discounting, customer sales cycles, and case management.
• Acquisitions and Business Development, including acquisition integration, identification of, and proposal raising for acquisitions, and greenfield business development for permanent and visiting clinics.
• Sales training and coaching, including the definition of development needs and objectives across the state and by employee, delivery of Sonova sales training, and ongoing coaching of sales processes and skills.
• Achievement of state revenue, OPEX/LCM targets, and regional growth plans actioned/setup for future success.
• Key Achievements:
• Relocation of two underperforming hub centers to new locations, increasing retail walk-ins, and L4L sales by 10-15% within a month.
• Identified three key acquisitions, provided a business case to the local board and global for sign-off. Expected completion: September 2014.
• Setup of the 'Sound Communities' LAM initiative across NSW and ACT.
• Engaging a number of different (non-traditional) health referrals for hearing aid clients into the business for a small referral fee.
• International recruitment was utilized to resolve the clinician coverage challenge in remote regional NSW that existed for over 12 months prior to the start of the role.

• Priority focus – New South Wales, Victoria, Tasmania, South Australia, and New Zealand stores (circa 280 locations).
• Secondary focus – assist as required with Western Australia, and Queensland stores.
• Loss prevention investigation and escalation across Australia and New Zealand.
• Contribute strategically as a key member of the management team.
• Delivery of store-facing intervention at group-owned and franchise stores.
• Support state Retail Support teams in driving store performance, analysis, and reporting on KPIs.
• Develop key action plans with Retail Support field for TAP (Turn Around Practices), and underperforming stores.
• Report key financial and business performance data to the business (Board level down) via the creation, maintenance, and delivery of KPI reporting.
• Build and maintain effective relationships with Finance, IT, Learning & Development, Board members (Australia and UK-based), Retail Support teams, store managers/optometrists, and, in particular, franchisees.
• Ongoing maintenance of internal store audit documents.
• Plan and instigate internal store audits (performance review and loss prevention focus) across Australia and New Zealand.
• Key Achievements:
• Loss Prevention Manual creation for the Australia and New Zealand marketplaces, at the time the only retail-facing reference manual for in-store operations.
• Rollout of the health fund internal audit process, documentation, and workflow creation. Provides protection to 60% of the usual payment method in-store, circa $400 million per annum.
• Identification, investigation, rectification, and ongoing support related to several five-figure and six-figure fraud cases.
• Best result of a $400k turnaround of a failing business unit to a profitable and dividend-providing unit within 12 months: a $300k loss position to a $100k profit, including the return of group loans.

• Priority focus – New South Wales, Victoria, Tasmania, South Australia, and New Zealand stores (circa 280 locations).
• Secondary focus – assist as required with Western Australia, and Queensland stores.
• Loss prevention investigation and escalation across Australia and New Zealand.
• Contribute strategically as a key member of the management team.
• Delivery of store-facing intervention at group-owned and franchise stores.
• Support state Retail Support teams in driving store performance, analysis, and reporting on KPIs.
• Develop key action plans with Retail Support field for TAP (Turn Around Practices), and underperforming stores.
• Report key financial and business performance data to the business (Board level down) via the creation, maintenance, and delivery of KPI reporting.
• Build and maintain effective relationships with Finance, IT, Learning & Development, Board members (Australia and UK-based), Retail Support teams, store managers/optometrists, and, in particular, franchisees.
• Ongoing maintenance of internal store audit documents.
• Plan and instigate internal store audits (performance review and loss prevention focus) across Australia and New Zealand.
• Key Achievements:
• Loss Prevention Manual creation for the Australia and New Zealand marketplaces, at the time the only retail-facing reference manual for in-store operations.
• Rollout of the health fund internal audit process, documentation, and workflow creation. Provides protection to 60% of the usual payment method in-store, circa $400 million per annum.
• Identification, investigation, rectification, and ongoing support related to several five-figure and six-figure fraud cases.
• Best result of a $400k turnaround of a failing business unit to a profitable and dividend-providing unit within 12 months: a $300k loss position to a $100k profit, including the return of group loans.

• Time and Attendance project contract – inception through to Phase 1 go-live.
• There are no direct reports as the project leader.
• Responsibilities:
• Identify, capture, and ensure that key deliverables from the Retail Operations, Payroll, Finance, and Loss Prevention departments are met by the time and attendance system/supplier.
• Develop, manage, and maintain relationships with key suppliers for the project (external).
• Coaching and development of internal key time and attendance system users (including, but not limited to, Heads of Retail Operations, Payroll, Finance, Loss Prevention, IT, and Supply Chain/Distribution), including assistance in the creation of training materials.
• Develop an internal system administrator guide for the ongoing use and maintenance of the time and attendance system.
• Chair the project board, ensuring internal, cross-functional accountabilities and deliverables are met.
• Review tenders, renegotiate the service agreement, products, costs, and deliverables from the supplier.
• Establish a project plan across three main phases: Phase 1, live trial; Phase 2, AU/NZ launch; Phase 3, Asia/USA.
• Project management, including CAPEX/OPEX budget.
• Weekly and monthly project status updates to the Board and Heads of Department.
• Achievements:
• Go live of the time and attendance system across Cotton On Group brands in Australia and New Zealand, 330 at that stage of business.
• Handover of the project to Payroll for the rollout of Phase 2 (Asia), then onto Phase 3 (USA).

• Direct reports in usual operations, up to 12 during projects.
• Responsibilities:
• Report jointly to the CEO of Retail, and the Chief Commercial Manager of Retail.
• Contribute strategically as a key member of the management team
• Manage the company's Standard Operating Procedures and processes.
• Project management, including CAPEX/OPEX budget.
• Investigation of internal fraud, customer fraud, and theft issues.
• Internal compliance investigation, including management of assistant staff.
• Ongoing maintenance of internal store audit documents
• Support Center operating procedure, ongoing maintenance, and updates.
• Management of the company mobile phone account – 500+ mobile numbers, with a core group of 50 management users.
• Key operational contact for the Retail Operations department of Vodafone Australia.
• Management of retail escalations and feedback to and from First Mobile and Vodafone Australia.
• Develop, manage, and maintain relationships with external key partners (Vodafone Australia, RosterOn, Upstream Print Solutions, Epay Australia).
• Management of alarm, store security, and contractor operations within First Mobile.
• Board reporting – project updates, compliance/fraud updates, operating procedure updates, and recommendations.
• Coaching of internal staff from other departments to assist in lowering fraudulent activities within the company.
• Recruitment (junior to senior-level staff), both within the department and other internal departments.
• Achievements:
• "Project Maxwell" - rollout of a new time and attendance system.
• Significant understanding of the HR/Payroll arena was gained during the project rollout and ongoing.

• Direct reporting to the Chief Commercial Manager of Retail.
• Management of the Information Technology platform and team.
• IT CAPEX/OPEX budget management.
• Develop and manage company standard operating procedures and processes.
• Project management
• Investigation of internal fraud, customer fraud, and theft issues.
• Support Centre operating procedure creation and ongoing maintenance/updates.
• Internal compliance investigation, including management of assistant staff.
• Key operational contact for the Retail Operations department of Vodafone Australia.
• Management of retail escalations and feedback to and from First Mobile and Vodafone Australia.
• Develop and maintain relationships with external key partners (Vodafone Australia, Upstream Print Solutions, Epay Australia).
• Management of alarm, store security, and contractor operations within First Mobile.
• Formulation and ongoing maintenance of internal store audit documents.
• Plan and carry out internal store audits nationwide, including the management of assistants.
• Monthly board report – project updates, compliance/fraud updates, operating procedure updates, and recommendations.
• Coaching of internal staff from other departments to assist in lowering fraudulent activities within the company.
• Recruitment (junior to senior-level staff), both within the department and other internal departments.
• Achievements:
• "Project Ink" - rollout of multifunction devices to the national retail store base in February 2008.
• Future-proof documentation scanning solution ready for rollout across the wider Vodafone Australia business.
• Relocation of the Retail Support Centre (circa 90 FTE) in March 2008, whilst maintaining 100% business continuity throughout.

• Direct reporting to the CEO of Retail.
• Develop and manage company standard operating procedures and process
• Standard operating procedure for online webpage creation and ongoing maintenance/updates.
• Formulation and ongoing maintenance of internal store audit documents
• Investigation of internal fraud, customer fraud, and theft issues.
• Internal compliance management of assistant staff.
• Management of escalations and feedback to and from First Mobile, Vodafone Australia.
• Develop and maintain relationships with external key partners (Vodafone Australia).
• Monthly board report – compliance, fraud updates, operating procedure updates, and recommendations.
• Coaching of internal staff from other departments to assist in lowering fraudulent activities within the company.
• Recruitment
• Achievements:
• Standard operating procedure for creating from a blank sheet to hard copy in-store and online webpage creation and management.
• Internal audit process from a blank sheet to full documentation, testing, and workflow creation.
• Growth of the department from 1 to 3 compliance officers over 6 months.

• 10 direct reports, 50 indirect reports across centre locations.
• Responsibilities:
• Key direct report to the Operations Manager based in Victoria, New South Wales.
• Development of the Store Management group.
• Coaching on the run of store managers, sales consultants.
• Local area marketing.
• Recruitment
• Store fit-out management.
• Internal store auditing, which included travel to all stores within SE QLD on a regular basis,
• Store sales targets are set for the SE QLD region.
• State Weekly Report to the Operations Manager.
• Develop and maintain relationships with external key partners (examples include Vodafone, QLD, and Cellnet).
• On call 24 hours a day, 7 days a week.
• Sales of Vodafone products and services within store locations during onsite visits.
• Grow SE QLD sales figures above all KPIs set.
• 11 million turnover and growing L4L.
• 35K connections and growing, L4L.

• 6 Direct reports, 20 indirect across centre locations
• Responsibilities:
• Key direct report to the State Manager, based in Far North Queensland.
• Coaching on the run of store managers, sales consultants.
• Recruitment
• Store fit-out management
• Internal store auditing, which included travel to all stores within SE QLD on a regular basis,
• Assist with store sales targets set for the SE QLD region.
• Assist with the State Weekly Report to the Operations Manager.
• Develop and maintain relationships with external key partners (examples include Vodafone, QLD, and Cellnet).
• On call 24 hours a day, 7 days a week.
• Sales of Vodafone products and services within store locations during on-site visits.

• Sales of Vodafone products and services within store location
• Stock management for store
• Staff management
• Store on-account connection and gross margin targets set by Area Manager achieved every month in this location - many months 200%+ over target
• Store mystery shopping record by Vodafone Australia achieved pass marks every month, consistently in 90 to 100% range (via Gapbuster / Marketpulse shoppers)
• Achievements:
• Increased store grading from high C (non-peak periods) / low B (peak periods) to consistent high B grade location year round
• Increased staff numbers from 3 full time and 1 part time to 5 full time and 2 part time due to growth in sales/service level within 3 months of gaining leadership at location
• 13 weeks continual zero issues for non-compliance contract (post-paid) and administration, via effective instore process/compliance team management.