c-store, convenience store, Convenience, Convenient Store, c-store consultancy,c-store consulting, c-store consultant,c-store consultants, Convenient Store Consultants, gas stations, marketing strategy, marketing plans

Alfred J. Trotta

Business History
Operations and marketing leader with over 35 years experience in retailing with in-depth knowledge of convenience stores. Experience ranges from developing new marketing and merchandising programs to profitable daily operation of units. Demonstrated abilities to plan, initiate and complete strategies as well as identify situations and opportunities not perceived by others. In-depth knowledge and experience in work force planning, budgeting, profit and loss responsibility, sales, gross profit, customer service, new store locations and development, petroleum operation (pricing and in ground inventory management), hiring, overseeing compensation programs and interaction with outside vendors.

EXPERIENCE

b2b SOLUTIONS, LLC, Lake Forest, Illinois
Full service consulting company for retailers and suppliers to retail firms.

Consulting Partner (2009 to Present)
Responsible for the identification of opportunities to align the client's organization with the needs of their customers by defining, measuring and improving processes.

CUMBERLAND FARMS, Framingham, Massachusetts (1974 — 2009)
Cumberland Farms operates 550 convenience stores, gas stations, and a support system including petroleum and grocery distribution operations in 11 states.

Division Manager (2002 — 2009)
Responsible for the daily operation and merchandising of 136 convenience stores and gas locations in New York, Vermont, central and western Massachusetts with annual store sales of $210 million and 200 million gallons of fuel. Duties included work force planning, budgeting, profit and loss responsibility, sales, gross profit, new store locations and development, gas operation (pricing and in ground inventory management), hiring, overseeing compensations, interaction with all outside maintenance vendors.

  • Generated double digit annual sales and gas growth resulting in increase of bottom line profits with a total of $105 million for seven years

  • Increased gross profit by 3%-7% annually while reducing inventory loss (shrink) of $75k

  • Centralized and negotiated snow removal and landscaping, further reducing store expenses

  • Introduced workforce planning, professional development seminars and consistent hiring practices which reduced turnover of management team

  • Developed year end meetings and seminars for entire Division (170 people)

  • Standardized stores' condition reporting by use of rating programs

  • Implemented various customer service programs

  • Computerized store information for easy review (profit and loss statements, trip reports)

  • Implemented reorganization programs for outstanding performance by team members

  • Direct reports included three Regional managers, human resource manager, marketing manager, maintenance manager, loss prevention manager and two administrative staff.

Corporate Marketing Manager, Retail Division (1998 — 2002)
Responsible for the daily operations of Marketing Department including four warehouse buyers, point-of-sales department and worked with all Direct Store Delivery vendors.

  • Used point-of-sales data to develop consistent merchandising program throughout the chain to increase gross profit dollars and interface merchandising program with point-of-sales data.

  • Established Merchandising Division which included fifteen (15) field merchandisers and four (4) in-house merchandisers

  • Implemented Apollo Space Management Program and CAD store layout program

  • Approved all store layouts for new and existing stores

  • Developed new in house and vendor store fixture programs

Assistant Director of Marketing (1993 — 1998)
Responsible for the daily operations of Marketing Department including four warehouse buyers, point-of-sales department and worked with all Direct Store Delivery vendors.

  • Reported to VP of Marketing

  • Brought creditability to the Marketing Department with store operations group by opening lines of communications including conducting interdepartmental personnel on increasing gross profit seminars and new marketing programs

  • Developed company point-of-sales retail system and department. Hired three point-of-sales employees

  • Negotiated all contracts with Direct Store Delivery Vendors

  • Worked ten state Lottery commissions

  • Streamlined workflow in Marketing Department and information being sent to stores

  • Increased general merchandising category by $8 million annually by introducing Novelty Program and increased candy category to six (6) % of overall Company sales by candy promotions and placement

  • Headed Streamlining Committee to reduce job functions of operation personnel

District Manager (1987 — 1993)
Responsible for the daily operations and merchandising of forty to eighty stores in Mass, Connecticut and Vermont with average annual sales of $1.5 million 1 million gallons per store.

  • Responsible for seven to ten (10) Area Sales Managers

  • Increased gross profit dollars of 2%-5% annually

  • Hired and trained Area Sales Manager

Area Sales Manager Trainer (1977 — 1987)
Responsible for training of all new Area Sales Managers and teaching at Corporate Training Center a course in operations, merchandising, gas operations

Area Sales Manager (1974 — 1977)
Responsible for the daily operation from ten to thirty-one stores which included hiring Store Managers

Supervisor Trainee (1974 — 1974)
Operated one unit and trained in Area Sales Manager Program

EDUCATION

Bachelor of Science, Marketing and Education, 1972
University of Bridgeport, Bridgeport Connecticut

Associate Degree, Business Administration, 1969
Worcester Junior College, Worcester Massachusetts

PROFESSIONAL AFFILIATIONS