Mary Tsakonas

• Reporting to the State Manager in VICTAS and responsible for up to 37 BWS Retail stores
• The role is to deliver the BWS strategy by leading, coaching and motivating a team of Store Managers spanning around 30 to 35 sites
• Area managers implement BWS operational plans within the State and Area to ensure delivery of the overall business strategy, while identifying and developing talent to build a pipeline for the future
• Current size of business portfolio is $108 million in sales
• Coach, motivate and inspire a large team of retail leaders to unleash their potential
• Results oriented through the development of the retail leaders
• Responsible and accountable for all Licence to trade responsibilities and accountabilities and developing a path for all Store leaders to ensure they deliver the same focus in their own patch
• Commitment to being a responsible member of the community by having a strong RSA focus
• (Responsible Seller of Alcohol)
• Understands change principles and how to connect the team to the vision
• Collaborate with peers and at times be a strong influence, to problem solve and delivery state and National initiatives
• Financial acumen and ability to analyse, prioritize and make impactful data driven decisions
• Able to think big picture and translate strategy into executable plans
• Strong ability to problem solve and empower teams to take a leading role to achieve results
• Communicate effectively and identifying the need to adjust the style depending on the audience
• Deliver excellence in Business Operations/audits
• Strong focus in all things Care and safety (including return to work, mental wellbeing, audits and training)
• Have a clear workforce planning plan ( Horizon 1, 2 and 3) Identifying opportunities to deliver strong customer insights measured by the NPS( Net promoter score)
• (Voice of Customer) Initiate and deliver insights to grow the e-commerce platforms in BWS by continuously embrace new ideas and initiatives
• Digital
• Work closely with suppliers to develop a strong partnership and stay ahead of new trends and new products
• Maintain solid relationships with all our partners (Woolworths, ALH venues, Cellarmasters, Next Day, Jimmy Brings, Uber eats, Pinnacle, Dan Murphy’s, Langton’s)

Facilitating Operations to delivery the National strategy by supporting the Area management leadership to identify opportunities to develop efficiencies to delivery on our desired outcomes.

This portfolio consisted of 467 retail stores delivering in excess of $1.1 billion in sales.

Guiding a team of 11 Area managers to develop what we call the "Big Rocks" aligned to the National Strategy.

• The essence of the role is to oversea management initiatives, track performance and collaborate with all stakeholders today to delivery 3, 6 and 12 month plans.
• Increased overall sales by implementing strategic marketing plans and optimizing regional resources.
• Fostered a positive work environment that promoted collaboration, teamwork, creativity, innovation amongst employees.
• Coordinated staff development plans to build empowered, confident and knowledgeable team.

• Reporting directly to the General Manager Australasian Retail, I was responsible for 3 Regional Managers, a network of 42 stores and a business portfolio worth $45 million
• Fast track the RMs’ development to deliver positive sales growth
• Coaching, training and mentoring the Regional management team to empower their Store managers and encourage a sense of accountability
• Fostering strong business relationships with internal and external stakeholders
• Enforce and maintain the company’s Standard Operating Procedures Control shrinkage in line with company expectations
• Exposure to store leasing
• Established performance –focused cultures
• Aligning behaviours with goals and convert strategy into action
• Lead all facets of leadership successfully
• Influence high level decision making to effect change
• Lead organizational culture and system thinking.

• Directly reporting to the Head of Rivers, I led a team of 6 Regional Managers and 61 stores (30 of which were Franchised) within a yearly turnover worth $60 Million
• Lead a team of long serving Regionals that were struggling with the cultural change from Rivers to SFG
• My role was to assist with the transformation that involved leading a number of projects
• Assessing current VM merchandising standards, Service standards and skill gaps in the Regional Leadership team and development and execute a plan that was aligned to SFG -SOPs, VM and all reporting
• Develop close collaborative relationships with franchisees to ensure sales targets, VM standards and expense budgets are achieved
• Work closely with 30 Franchise businesses to deliver company strategic objectives.

• Reporting to the National and the General Manager, I was responsible for a yearly turnover of $22 Million and providing leadership to a team of 3 Regionals and 29 stores
• Primary responsibility was to implement a structure and strategy that would deliver growth on sales targets, average unit, average dollar, shrinkage, and margins to inevitably deliver a positive net contribution
• Control of stock turn, maintain a high level of merchandising standards, succession planning, staff retention, coaching/development and recruitment
• Responsible for P&L management
• Monthly and Quarterly reviews to ensure sales are aligned with strategic objectives and develop plans and targets for the state
• Property management
• Maintained close collaborative relationship with designers and product team to ensure product is aligned with customer demands
• Identifying product development opportunities missing in the market and in Tarocash.

• Commenced as an Area Manager responsible for 5 stores in 2002, I quickly progressed into a Regional Managers’ role responsible for 20 stores and 4 Area Managers
• Reporting to the National Manager
• Main focus was the development of the Area Managers and Multi site managers
• Develop growth in the market share
• Manage inventory to maximise the GP
• Accountable for the wages and shrinkage component of the P&L
• Identifying new site opportunities and opening new sites
• Succession planning and developing team
• Managing the implementation and monitoring the state wide operational plans.

Myer was where I developed my skills and love for Retail.

Worked my way from a team member to Customer service manager. One of the last groups to complete and graduate the Internal Management Development program.

My career path which was for 10 years in Myer and BOX Box department stores took me from my first appointment in the Bargain basements as it was known then, to a Business manager in Myer Frankston.

Skills developed and mastered were vast and extensive;

• Worked effectively in Retail BIG BOX and fast-paced environments.
• Supporting the Store in all things HR, rostering efficiency
• Stock control ( working capital)
• Merchandising effectively to maximise space and deliver strong sales
• Customer service.
• Demonstrated strong organizational and time management skills while managing multiple projects.