Phillip R. Beck Start a conversation
Operating profileLeadership profile / Selected operating record
Phillip R. Beck / Retail operations leader

Build the team.
Fix the system.
Move the number.

I lead complex retail operations through pressure, change, and growth. I get close to the work and build teams that can sustain the result.

My career has been built in the field: large-format stores, multi-unit responsibility, full P&L ownership, staffing turnarounds, customer experience, and the daily discipline of execution.

Proof pointsScale, translated.
$12M+multi-store revenue responsibility
120team members across four stores
+15.6%year-over-year transaction growth, first full year
$1.4Mannual payroll managed
Selected impactChanging how the operation worked.

Results that came from changing how the operation worked.

I do not separate people leadership from business performance. The strongest results usually come from the same place: clearer standards, better staffing, better coaching, and tighter operating rhythm.

02.1 / Featured turnaroundPeople · Standards · Performance

Growing leadership capacity. Building an operation the team could sustain.

A first year spent getting the leadership foundation right and letting the results follow.

The opportunity

Strengthen leadership capacity across a high-volume operation.

Stepping into a high-volume operation during a period of staffing and leadership transition, I focused first on creating stability and rebuilding leadership capacity.

The intervention

Expand the bench. Create clarity and consistency.

I expanded the store’s leadership bench from three leaders to eight, clarified accountability, strengthened staffing coverage, and reinforced consistent standards across the sales floor, production areas, and donation intake. By staying visible, steady, and close to the work, I helped create the operating rhythm the team needed.

The result

Greater ownership. Stronger execution.

The team responded with greater ownership and stronger execution, ultimately delivering the store’s highest bottom-line profit on record.

3 → 8leaders in the building
+15.6%transaction growth in the first full year
02.2 / Growth

Grew store traffic year over year while rebuilding the team.

Drove transaction growth in the first full year of leadership, lifting annual volume from roughly 137,000 to 158,000 transactions while operating through staffing and process change.

+15.6%year-over-year transaction growth, first full year
02.3 / Customer

Raised customer perception while the business was changing underneath it.

Improved the store's Google rating while rebuilding the team and operating through the friction that comes with change.

2.9 → 3.6Google rating improvement
02.4 / Scale

Managed high-volume flow from donation intake to the sales floor.

Led an operation processing more than 80,000 donations annually and converting that flow into more than one million sales-floor units.

1M+annual sales-floor units
02.5 / Multi-unit

Directed four full-service retail locations with shared standards and local accountability.

Oversaw combined revenue, staffing, compliance, merchandising, shrink, customer experience, and leadership development across a four-store portfolio.

4 storesapproximately $12M+ in combined annual revenue
Leadership philosophyA system teams can sustain.

Close enough to the work to know what is real.

I believe leadership is less about having the answer from a distance and more about building the clarity, standards, and capability that let a team perform with consistency and ownership.

03.1

Lead from the floor.

Visibility creates context. Context makes better decisions possible. I stay connected to the real work, not just the reporting around it.

03.2

Manage to the P&L.

Labor, inventory, service, merchandising, and execution are not separate conversations. They all show up in the business result.

03.3

Build the bench.

Hiring matters. Coaching matters more. A stronger operation should create more capable leaders, not more dependence on one leader.

03.4

Fix recurring friction.

When the same problem keeps returning, I look past the person and into the system. Good people should not have to compensate forever for a broken process.

Field experienceBuilt in the work.

Built in the field.

A career spanning high-volume store leadership, multi-unit operations, customer-facing field work, and long-term people development across national retail brands.

2025 to Present

Store Manager

Goodwill Industries of Middle Tennessee · Nashville
Current

Lead a roughly $4M annual operation across 158,000+ transactions and 80,000+ donations, with a team of 50 and approximately $1.4M in annual payroll.

Rebuilt and developed the store's leadership bench and grew the store to its highest bottom-line profit on record.

2022 to 2025

Store Manager

Big Lots · Murfreesboro

Owned full-store P&L and operations across sales, payroll, inventory, merchandising, shrink, and customer experience.

Built furniture into one of the region’s top-performing departments and served as a district subject matter expert.

2019 to 2022

Field Representative

The Nielsen Company · Middle Tennessee

Managed a territory panel of 90+ participating households in national consumer-measurement programs.

Built trust with participants while protecting the accuracy, integrity, and timeliness of market-research data.

2014 to 2019

Multi-Store Manager

Walgreens · Mt. Juliet

Directed four full-service drugstore locations generating $12M+ in combined annual revenue.

Led approximately 120 team members with accountability for hiring, scheduling, performance, compliance, loss prevention, merchandising, sales, and customer satisfaction.

Earlier

Store Manager

CVS Pharmacy

Ran full-store operations with accountability for sales, staffing, merchandising, and customer service. Recognized with the company’s Paragon Award for performance.

RecognitionPerformance noticed over time.
Selected recognition / 05

Performance noticed over time.

05.1Paragon Award RecipientCVS Pharmacy
05.2Store Manager of the YearWalgreens
05.3Top Talent DesigneeWalgreens
05.4District Furniture Subject Matter ExpertBig Lots
The Working LibraryBooks and ideas I return to in the work.

The Working Library.

History, leadership, and ideas that offer perspective on judgment, communication, adaptability, and the responsibility of leading people well.

06.1

Range

David Epstein

Breadth builds judgmentHow varied experience, curiosity, and adaptability can become advantages in complex environments.

06.2

Churchill

Andrew Roberts

Resolve under pressureLeadership, communication, and judgment when the stakes are high and the path forward is uncertain.

06.3

Fierce Conversations

Susan Scott

Clarity before comfortThe role of candor, accountability, and honest conversation in strengthening relationships and results.

06.4

Thomas Jefferson: The Art of Power

Jon Meacham

Ideas, influence, and powerA study in persuasion, political leadership, contradiction, and the practical use of influence.

06.5

Educated

Tara Westover

Learning and self-inventionA memoir about the power of education, the cost of growth, and the difficult work of defining a life for yourself.

06.6

And There Was Light

Jon Meacham

Conscience and leadershipAbraham Lincoln, moral conviction, and the difficult work of holding principle and practical leadership together.

Final note / 07

Steady the operation. Build the team. Move it forward.

Based in Murfreesboro, Tennessee. Always glad to connect with people who care about retail operations done well.

phillip@philliprbeck.com↗ (615) 900-5389↗ LinkedIn↗ Resume (PDF)↗