Where is My Job in Ottawa?

Well, it would appear that I must re-ignite my search for employment.

This does not mean the end of my work with POTSHOTZZ. 

However, more energy is going to redirected to help find an engaging and rewarding position in Ottawa.

With all that said, I would appreciate your assistance in my search.

If you happen to hear of an opportunity I would appreciate the information.

Below is a resume for your review. I am just putting the finishing touches on some Achievement Addendums that will offer specific details of situational actions and results.

For Example:

Home Depot Racetrack Manager: Customer Service Innovation

I spent several years at Home Depot under a variety of managerial positions. The most rewarding would be that of Racetrack Manager.

What started as a regional project it soon blossomed into a one year trial nationally. It was in response to sagging customer service performance levels and sinking profits. However, this trial had a major flaw. There were no guidelines for implementation or operation of the Racetrack Manager. Regardless, all stores were mandated to supply one Racetrack Manager for one year. I saw an opportunity.

The utter lack of enthusiasm for this new program was evident from the start. Since I was the only department manager interested in this new challenge I got the job. There was a risk. When the program ended I was not guaranteed my former job in the store.

Since there were no guidelines for the Racetrack Manager I created some. My responsibilities would include, but were not limited to:

• ·        Greeting and walking customers to the appropriate department and obtaining assistance
• ·        Conduct and track employee cross-training in all departments
• ·        Ensure safety measures in place throughout the store during retail hours
• ·        Track all secret shopper results and conduct additional employee training
• ·        Liaise with department mangers regarding store-wide sales and inventory levels
• ·        Negotiate customer complaints
• ·        Maintain staffing levels within each department

•   Most importantly, achieve number one ranking in customer service performance

 

 Our store ranked 114 of 135 in Canada for customer service. Our secret shopper scores repeatedly pointed out our weaknesses:  greeting customers, poor staffing levels, inconsistent sales service. My focus was to improve these scores and reach number one in Canada, but how?

First, I tackled the greeting customers’ problem. Statistics showed that if customers are greeted, when they enter a store or department, they will purchase products 75% of the time. I met with each department manager and each department team to explain this statistic. I stressed the fact that if customers are not greeted they won’t buy. Fewer sales would mean fewer shifts for employees. They understood my message and the score for greeting customers rose dramatically, as did sales.

Second, I addressed the staffing levels by organizing and tracking employee cross-training in various departments. At any given time I had a list indicating which employees were trained in different departments. For example, if the paint department was too busy for the staff to handle I would check my list and move a qualified employee from another less busy department to help with the rush in paint. This saved the store from hiring additional department staff and addressed customer needs.

Third, I focused on the inconsistent sales service by visiting particular departments and listening to how the staff communicated with customers. I would document my concerns and would address them immediately with the staff member and manager, or recommend refresher training for the staff member concerned. Secret shopper reports marked an improved customer service score.

Within six months of the Racetrack Manager implementation our store ranked number one in Canada for customer service performance.

**More Achievements to Follow**

Don O’Connor

12 Roblyn Way, Ottawa, ON. K2G5Z4

613-406-2111

Professional Profile

Safety and security first. Developed new corporate policies and procedures, designed and presented study findings to reduce back injuries at work, provided risk assessments for commercial and industrial clients. Recognized for expertise in relationship building and communications skills.

 

Professional Experience

Protect-IP Global Solutions, Inc.

Business Development Manager, Eastern Ontario, July 2014 – June 2015

·         Conduct and support security and safety risk assessments

·         Develop incident management processes for clients

·         Support clients with security and safety product training

·         Review and resolve complaints and incidents for clients

·         Market security and related products using social media tools Twitter, LinkedIn, blogs

·         Promote new security business in Ontario at trade-shows and speaking engagements

Building Technologies 2011, Inc. (BTI)

General Manager, Canada East Operations, August 2010 – June 2014

·         Communication skills, train and support new partner integrators in growing their business

·         Train and support end-users on purchased products

·         Conduct on-site security needs assessments for partner integrators and end-users

·         Create needs analysis reports, quotes for partner integrators

·         Develop and implement regional sales and marketing plan with BDMs

·         Organize and participate in promotional industry trade-shows to market security and related products

·         Speaking engagements at industry association events  

·         Market security and related products using social media tools Twitter, LinkedIn, blogs

·         Develop and implement regional sales and marketing plan with BDMs

·         Hire and train regional Business Development Managers (BDM)

·         Qualify and register new partner integrators to sell security and related products to end-users

HAMA Investments Ltd. (owner of BTI)

Operations Manager, Ottawa Region, June 2011 – December 2011

(Transferred from BTI for 6 months to restructure and improve operations)

·         Oversee daily operations of two large investment rental properties

·         Control and reduce expenses by creating new purchase procedures, conduct needs analysis

·         Reduce monthly building costs by installing water saving toilets ($200,000 annual savings)  

·         Restructure staff levels to improve work efficiencies and reduce wage cost

·         Develop and implement a company Policies and Procedures manual, and Business Plan  

·         Improve relationship with local community association by creating and implementing an  innovative plan to build and maintain local green space  

·         Communication skills, motivate staff with regular one-on-one meetings

·         Redesign sales office to improve tenant-management efficiency and relationship

·         Implement plan to reduce property damage and subsequent costs caused by trespassers

·         Increase revenue with parking fines, and added commercial property space within building

·         Hire and terminate property management staff and contractors

Continental Automated Building Association (CABA is a Non-Profit Organization)

Business Development Manager, North America, January 2009 – June 2010

·         Represent CABA at national and international trade-shows and conferences

·         Pursue non-membership revenue opportunities through advertising, sales events

·         Plan and implement sales and marketing objectives with Director of Marketing

·         Partner with Director of Research to create new research projects and fundraising events

·         Market research projects to new and current membership

·         Invoice and collect membership annual dues, and project fees

·         Qualify and pursue new membership opportunities in North America

Education

University of Western Ontario, Huron College Campus, London, Ontario

Business Social Media:  https://ca.linkedin.com/in/donaldoconnor

References Available Upon Request

Thank you for your kind attention and assistance!

I will continue to use LinkedIn, Indeed, Eluta and other job search programs.

However, often times it is "word-of-mouth" that gets the job done.

Don O'Connor

Mobile: 613-406-2111

Email: donaldoconnorspeaks@gmail.com

How To Make Daisy Grow?

What is Daisy's Grand Plan?

This is Daisy by POTSHOTZZ.

 

Daisy has been around since 1999, when I copyrighted the character. At first, Daisy adorned hand-made cards sent to friends and relatives on special occasions. However, I believed that Daisy could make more of an impact outside of the family circle. Daisy appears on greeting cards, coffee mugs and t-shirts.

Various Greeting Cards







One Coffee Mug Two Daisies:
Side One

Side Two

Various T-Shirts

What can Daisy do? 

A) Makes people feel good, however, briefly. (Daisy puts a smile on just about everyone who sees them.)

B) Daisy represents innocence and naivety, but do not be fooled. See birthday card below.

 

 

C) Daisy represents valuable social causes, like Hair Donation Ottawa.

D) Daisy can represent confidence, determination and persistence (They are a weed, after all.), love and happiness, caring, humor, sell your products, and much more.

 

 

The End Game:

My prime objective is to make Daisy the next Hello Kitty brand. Now, to plan how to make that goal real.

If you have any valuable thoughts on Daisy's growth I'd love to hear them!

 

Email:    daisy@potshotzz.com

Twitter: @POTSHOTZZ 

Website: www.potshotzz.com

Thank you!

Don O'Connor

A Reason for Everything or Why Things Happen. A True Story

A Reason for Everything

As you know, hindsight is 20/20. Often, we ask ourselves, why did I do it that way? Or, what was I thinking? For some inexplicable reason we can change a typical routine. Take a different route to work; or leave 30 minutes earlier than usual. What encourages us to suddenly change things often without apparent explanation? Perhaps, there is a reason.

I had been driving home from work late one January night. Well, morning actually, it was around 2am, a typical time for a closing manager of a restaurant to be heading home. For whatever reason, I took a different route home.

It was a beautiful winter night with the snow gently falling silently to the ground. The silence was almost deafening. Empty tree branches reaching up into the dark sky, the street lights shining through them. It was so peaceful…until I saw the little boy.

Here, in the darkness of winter, a pajama-clad young boy, about four years of age, was trudging down the snowy sidewalk with purpose. I slowly drove by watching him in disbelief. So many questions immediately popped into my head I had to pull over. Where is he going? Where does he live? Where are his boots and jacket? If I just drove away, would his frozen little body be discovered in a snowbank? I couldn’t let that happen.

Turning the steering wheel hard to the left I made a U-turn and drove back towards the boy. He was marching stiffly as fast as he could. When I pulled up next to him I reached over, rolled down the window, and asked if he needed a ride. With a great shiver he said “yes” through clenched teeth. The young boy slid into the passenger seat. Only then did more questions arise. Is this how children go missing? Was I being watched by someone? If so, were they going to call the police? Despite all appearances, I had to do something. The poor lad was freezing!

I cranked up the heater as high as it would blow. Where do you live? I asked. He wasn’t sure of the house number, but he could point the way to his home. During our brief drive I mentioned that it was very late for him to be outside. What had happened? I inquired. Typical of many children, his answer was direct, if not
innocent. He had been staying with his aunt overnight, but he missed his mom. So, he decided to go home.

His finger brought us to a small townhouse. I escorted him to the front door. I rang the doorbell a couple of times and waited silently for an answer. What if we were at the wrong house? I thought. I looked over at the boy who stood quietly next to me. No, we were at the right house.

Suddenly, a lock was being unlatched. As the door opened light from inside the house washed over us. A very disheveled woman stood on the opposite side of the threshold with an expression of utter shock on her face. Is this your son? I asked, as I pointed to him. She was silent. The boy, on the other hand, greeted his mother with a wave and stepped into the house. Without a word, the woman turned and closed the door. You’re welcome, I muttered, under my breath.

Since that incident, I have determined that I was put in that time and place to assist a little boy who made a bad decision, but was too young to realize it.

Perhaps there is a reason for everything.

Don O'Connor