1. Michael Gallo
2653 Riverside Ave
Merrick, New York 11566
C: 516-924-5621
OVERVIEW
Results-driven leaderwith 20+ yearsof expertise in Retail Operations.
 Experienced in:
o Operations management, policy formulation, and daily operations management focused on exceeding goals
organization-wide.
o P&L and operational budget management, multi-channel order fulfillment, distribution, supply chain and logistics
management, and warehousing management.
 Drive sustainable change and improvement in key areas such as safety,quality, cost,productivity, and customer experience.
 Design, plan, and execute marketing and merchandising programs.
 Demonstrated success in various distribution platforms including, D2C, B2B, E-Commerce, and third-party logistics.
 Specialize in operational excellence and leadership.
COMPETENCIES
 People Leadership
 Union & Non-Union
Management
 Manager & Supervisor
Development
 Start-up / Management
 P&L Operating / Capital
Budgets and Strategic Goals
 Accountability for Customer
Call Center
 Customer Service Focused
 KPI Development and
Management
 Process Optimization &
Continuous Improvement
 Marketing Penetration &
Execution
 Fundamental HR Experience
 Third Party Relationship
Management
 Product Merchandising
PROFESSIONAL EXPERIENCE
The Great Atlantic & Pacific Tea Company 2005 - Present
E-Commerce / Operations Manager
 Responsible for B2B, D2C E-commerce, and Customer order fulfillment from 15 Distribution Centers located throughout
NY and NJ.
 Accountable for all Transportation Logistics, Custom and Commercial Sales, Retail Store Operations, and Customer Call
Center.
 Direct & Indirect reports include 15 Mid-level Managers,3 Supervisors, 150 Associates and Customer Call Center.
 P&L budget and forecast accountability of over $25M annually.
 Responsible for labor cost,scheduling and controlling overtime.
 Responsible for leading, developing and setting the fulfillment strategy for 15 company locations.
 Ensured adequate and up-to-date training of all employees.
 Provided leadership to 15 Distribution Center Managers,and 150+ employees in union and non-unionized facilities.
 Implemented KPI reporting and management to increase operational efficiencies .
 Conducted regular review sessions to monitor progress against goals.
 Ensured all actions and events and initiates portray a customer focused environment.
 Responsible for order fulfillment of over 20K customer orders annually, utilizing delivery platforms such as Direct-to-
Customer home deliveries.
 Multi-site management of company-operated distribution centers processing same-day/next day orders.
 Financial & Physical Inventory flow accountability.
 Contract negotiations leader for logistic vendors and IT platform support.
 Responsible for designing and leading the start-up operation.
 Responsible for Marketing budgets and execution.
 Responsible for direct and third party logistic vendors.
 Proactively took steps to ensure all associates focused on delivering a superior shopping experience for the customer.

2. 80 Location Manager for Store Services/Special Projects 2004 - 2005
 Executed grand re-opening and successfulremodels.
 Coordinated store services for Waldbaum’s Inc. stores including overall store appearance and cost reduction of all store
service vendors.
 Responsible for multi-store interior construction projects.
 Managed store interiors, fixtures, floors, and display cases.
 Store Maintenance support.
 Managed union and non-union associates.
 Managed vendor relationships and contracts.
 P&L budget and forecast accountability.
Customer Service Coordinator/Training Supervisor 2003 - 2004
 Responsible for training and developing superior customer service practices in 40+ retail locations including guidelines and
implementations to increase sales and profit and provide a best in class customer experience.
 Team building, training, and development of associates and execution of MIP (Make It Personal).
 Trained management in team building and coaching to provide best-in-class results.
 Provided a focused approach to Customer Service.
 Created a superior shopping experience.
 Removed barriers for delivering superior customer service.
 Created, supported,and fostered a selling culture.
 Implemented a better understanding ofcustomers’ needs to better serve them.
 Rolled out best practices and standards to support customerand company needs.
 Trained and supported management in motivating and supporting store teams to execute operational objectives .
 Trained and provided coaching to store management team to execute a culture of team building, mentoring, and
communication.
 Ensured all meetings focused on sales,customer and the service that is provided to them with each action each associate
takes.
 Trained store teams on the implementation and execution of superior service (incoming and outgoing)to create company and
individual growth.
 Conducted daily store visits, spending time coaching and developing staff to achieve business results and personalgrowth
goals.
 Conducted regular review sessions to monitor progress against goals.
Produce / Fresh Food Merchandiser 1996 - 2003
 Responsible for consistent execution of all merchandising programs and operational standards across a territory of 30 stores.
 Trained and directed the Store Management and Fresh Department staff to increase knowledge and business results in fresh
food departments.
 Responsible for labor results, scheduling and controlling overtime.
 P&L budget and forecast accountability of over $50M annually.
 Executed merchandising plans and delivered goals for the territory to include sales, profits, controllable expenses, labor and
shrink.
 All job-related functions focus on Customer Service, top line and bottomline results.
 Trained, managed, and developed a team of skilled Fresh Department Managers that have the competency to meet and
exceed company expectations in the areas of sales, profitability, in-store customer experience, and the development of their
own teams.
 Proactively took steps to ensure all associates focused on delivering a superior shopping experience for the customer.
 Ensured all meetings focused on sales,customer and the service that is provided to them with each action each associate
takes.
 Ensured new technology was being used by stores to achieve desired effectiveness.
 Conducted daily store visits, spending time coaching and developing Fresh Department staff to achieve business results and
personal growth goals.
 Conducted regular review sessions to monitor progress against goals.
 Provided fresh food expertise, direction, and training to Store Management and Fresh Department staff.
 Acted as the focal point to the VP and Director of Fresh and provided feedback on initiatives and in-store opportunities.
 Communicated and reinforced the understanding of the fresh strategies throughout the Fresh Department staff and store
management teams.
 Delivered direction and ensured compliance to operational initiatives, customer service goals,and labor productivity.

3.  Ensured adequate on-hand inventory levels, especially of items advertised in weekly circulars.
 Ensured Fresh Department Manager accountability through effective communication, coaching and performance
management
 Created, supported,and fostered a selling culture.
General Store Manager 1995 - 1996
 Provided day-to-day management for staffing, operations, sales,expense control, and overall performance of a store.
 Responsible for labor results, scheduling and controlling overtime.
 P&L budget and forecast accountability of over $20M annually.
 Provided a safe shopping and working environment for all customers and associates.
 Directed staff in achieving the gross sales of all merchandise and targeted profit generation while reflecting the desired image
in the community.
 Proactively took steps to ensure all associates focused on delivering a superior shopping experience for the customer.
 Hired, trained, managed, directed, and developed a staff of department managers and other employees adequate in size and
competent in technical proficiency, capable of attaining or exceeding sales and profit goals set for the store.
 Ensured adequate and up-to-date training of all employees.
 Actively mentored and coached department managers on effective techniques of motivating and retaining a diverse
workforce.
 Created, supported,and fostered a selling culture.
 Controlled productivity, labor, margins, accidents,and all othercontrollable expenses to maximize store profitability and
operational effectiveness.
 Met regularly with all levels of associates to establish open lines of communication and to provide a team-based environment
consistent with the core values of the company.
 Ensured all meetings focused on sales,customer and the service that is provided to them with each action each associate
takes.
 Interacted with store focus teams to establish best practices in customer service. Ensured all actions and events the store
initiates portray a customer focused and friendly environment.
 Exercised controls over inventory and controllable expenses to assure desired profit levels.
 Provided oversight of all financial reporting and profit and loss statements.
 Ensured store is maintained in accordance with safety, cleanliness, security and fire prevention standards as established by
company, local and state regulatory authorities.
 Oversaw the execution of marketing plans to achieve goals and company objectives.
 Worked directly with department managers, merchandisers and warehouse staff to ensure adequate on-hand inventory levels,
especially of items advertised in weekly circulars.
 Pursued concrete opportunities to fill knowledge gaps,enhance performance strength through training, self-study and on-the-
job developmental experiences.
 Modeled performance aligned with company leadership competencies and consistently demonstrated company Core Values
in all business activities.
 Proactively worked with the District Manager to implement various programs, procedures and processes designed to
maximize the profitability and operational efficiencies of the store.
 Ensured appropriate follow-up and resolution to customer satisfaction calls, complaints, suggestions and inquiries.
 Worked with department managers to establish productivity goals and standards of performance for each department.
 Conducted regular review sessions to monitor progress against goals.
 Developed action plans and milestones to address issues and opportunities.
 Oversaw the development of the weekly workforce schedule ensuring adequate staff coverage for optimal customer service
for all management and associate shifts.
 Maintained a pulse on competitive activities in the local area providing recommendations to overcome competitor
disadvantages.
 Actively participated in store-based initiatives designed to enhance community events and the store’s image as a supporterof
community activities.
Fresh Produce Manager 1985 - 1995
VOLUNTEER WORK – VP of The A&P Foundation for the Care and Cure of Breast Cancer 1999-2010
 Foundation was supported by Waldbaum’s / A&P associates on a volunteerbasis.
 98% of all proceeds raised were donated to various organizations that support the care and cure of breast cancer throughout
our company footprint.
 Collected and distributed over $1.3 million dollars to the following organizations including American Cancer Society, Susan
G Komen, Memorial Sloan Kettering, Adelphi State, Cold Spring Harbor labs and more.