Air Force ROTC, Military Studies @
University of Alabama
After graduating from the University of West Alabama with a BS in Business I was commissioned as an officer in the United States Air Force. I spent 5 years on active duty and another 2 years in the AF Reserves before leaving the military for the private sector. While in the Air Force I received my MBA
After graduating from the University of West Alabama with a BS in Business I was commissioned as an officer in the United States Air Force. I spent 5 years on active duty and another 2 years in the AF Reserves before leaving the military for the private sector. While in the Air Force I received my MBA from Georgia College & State University. After the Air Force I was hired by The Home Depot and was with them for the almost 8 years. Most recently as District Manager covering 7 Home Depot locations in the central Mississippi area. I am currently serving as District Operations Manager for Stuart C. Irby Company located in Jackson, MS and covering the Eastern U.S.
District Manager @ Stuart C. Irby Company is an electrical distributor and owned by Sonapar Corp. We are located in Jackson, MS but have many branches across the US. I am a District Operations Manager in our Utilities Division and cover 15 branches in the Eastern United States. I am responsible for all warehousing, logistics, inside sales and overall profitability of the area. We are a leading provider of utility/electrical components/parts to Utility companies, IOUs and many other agencies. From June 2010 to Present (5 years 7 months) District Manager @ Responsible for seven Home Depot retail locations across Central Mississippi and Eastern Louisiana with total annual sales of over $170M. Provide strategic vision, training, and accountability to 7 Store Managers and 22 Assistant Store Managers with total reach and responsibility to over 800 employees. Charged with overall P&L responsibility and decision making including payroll and operational expenses.
Quickly turned the central Mississippi district into a profit making business while reducing turnover and increasing the Customer Service Experience. Exceeded planned Net Operating Profits in both 2008 and 2009.
Increased our Voice of the Customer Satisfaction Score from a Likelihood to Recommend of 7.2 to 9.0 (on a scale of 10) through increased focus on staffing, task reduction and process improvements.
Coordinated several community projects through Home Depot's commitment to giving back to the community. Provided material support and labor for projects such as Kaboom Playground built for the Boys and Girls Club and Learning Trails for two local elementary schools. From September 2006 to April 2010 (3 years 8 months) Store Manager @ Responsible for the overall operation, safety, and productivity of over 100 associates, 10 Department Managers, and 3 Assistant Managers. Charged with $7.5M worth of inventory and $25M worth of top-line sales. Maintained overall budgetary control of $2.5M in expenses.
Exceeded sales plan by over $600,000 (5%) in 2005, while being under in overall expenses and below plan in allocated overtime. Comp sales were 5% over the previous year.
Hand selected to be the district peer for execution of our InFocus safety program. While serving as District Safety Captain reduced overall WC and GL claims for the entire district. Was ranked #1 in the entire region for 7 months in 2005 with respect to the district's InFocus (safety) audits and reporting. Personally had the safest store in the district and the region with no Worker's Compensation (WC) or General Liability (GL) claims for the entire year.
Opened a new Home Depot store the last quarter of 2005 in Cordele, GA on time and on budget. Developed new processes for rapidly stocking $7.5M in inventory to ensure 100% in-stock upon opening. From May 2002 to September 2006 (4 years 5 months) Captain @ responsible for supervising 71 civilian and contract field team personnel in the execution of the private/public-competed C-5 maintenance contract worth $454M. Developed and directed training and coordinated backshop production output with other agencies to meet aircraft delivery schedule.
Decreased aircraft flow days from 308 to 199 days by empowering personnel and putting the right mix of employees and support personnel on specific tasks.
Developed a new process to hang aircraft horizontal stabilizers after the safety office deemed the previous process to be unsafe. New process saved time and resources and is still used today.
Developed a process charter for documenting, submitting and negotiating contract extensions. First extension request using the new process saved the organization 24 extra flow days and $400,000. From May 1997 to May 2002 (5 years 1 month)
MBA, Business @ Georgia College and State University From 1999 to 2001 Air Force ROTC, Military Studies @ University of Alabama From 1994 to 1997 BS, Business @ University of West Alabama From 1993 to 1997 J.J. Odom is skilled in: Inventory Control, Employee Relations, Operations Management, Leadership, Loss Prevention, Inventory Management, Income Statement, Profit, Customer Service, Merchandising, Team Building, Retail, Budgets, Big Box, Strategic Planning
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