JOHN J MILLEN
1801 Faulkner Court
Mahwah, NJ 07430
201.657.4684
johnmillen@optonline.net
DISTRICT MANAGER, OPERATIONS MANAGER, GENERAL MANAGER
Accomplished District Manager, with a history of innovative solutions to dramatically increasing sales in
multi-unit environments. Outstanding team management skills to ensure effective, efficient operations.
Proven record of identifying growth opportunities through market analysis, product development and then
executing flawlessly. Revolutionized services, developing and cultivating strong community and vendor
relationships, and designing focused corporate programs and strategies that meet marketplace objectives.
CORE COMPETENCIES: Leadership & General Management, Employee Scheduling, Payroll
Management, Overhead Expense Management, Financial Report Analysis, Housekeeping, Mechanical
Operations, Building Upgrades, Facilities Management, Marketing & Events Management,
Community/Charity Fundraisers & Special Events, Negotiations of Leases, Customer Satisfaction,
Auditing & Loss Prevention, Microsoft Office Suite, AMF, Brunswick and Qubica POS Computer
Systems.
PROFESSIONAL EXPERIENCE
NATIONWIDE BOWLING CORPORATION, Jersey City, NJ
1987 – 2012
$36 million chain of 11 bowling centers serving food and alcohol beverages
District Manager
Provided oversight of all aspects of operations in 5 locations, including the Flagship store, supervising
275 employees including General Managers.

Planned party events raising the number from 6 per weekend day to 25. Increased revenues by
334% and gross income by $8.3 million over a 10 year period : Built out underused floor space.
Retained an architect to redesign the space. Negotiated with city officials and vendors and supervised
construction. Implemented a new marketing strategy and built a database. Hired and trained new staff.
Directed the activities of the leased restaurant.

Created a new 3rd shift and negotiated new contracts with modest pricing increases to 296 league
officers representing 74 leagues. Modified league structures and starting times: League base
increased 23%, thereby increasing league revenue by 42%. Ancillary income from food and
beverage sales increased by 38%.

Generated an additional $676,000 in revenues by focusing on maximizing off-peak hours:
Researched local demographics to identify ethnic groups to target. Developed targeted advertising in
ethnic newspapers. Off-peak sales grew 36% on weeknights and 65% on weekends.

Reduced payroll costs 18% and utility costs by 80% during off peak hours: Analyzed payroll and
employee scheduling versus sales volume through the day. Adopted protocols to reduce overhead
costs during off peak times.

Transformed one location into becoming the Flagship store ranked in the top 5% of revenue
producing locations in the US. Achieved 19 out of 20 years of single and double digit revenue
growth: Expanded new product lines and implemented new inside/outside sales strategies.
Assembled and trained new staff. Developed an exceptional customer service policy.
JOHN MILLEN
PAGE TWO
NATIONWIDE BOWLING CORPORATION (continued)

To counter the recessionary decrease in sales, formed management focus group and created and rolled
out discount promotions and advertising campaign to targeted time slots: Repeat customer sales for
special promotions rose by 27% generating $832,000.

Implemented targeted marketing strategies, trained managers on process: Improved outside selling
skills resulted in sales increases per location ranging from 75% to 126% on targeted marketing
campaigns.

Reduced aged inventory by 23%: Verified inventory at all locations. Analyzed product sales by
location and redistributed inventory to locations with demand for the products. This increased sales as
well as cash flow by freeing up dollars tied up in aged inventory.

Implement controls to reduce employee theft. Trained managers on how to spot employee abuse of
coupons: Subsequent audits revealed a reduction in theft of free coupons by 92%. As a result,
profit margins increased by 7%.

Remodeled facilities with new themes and staff uniforms. Crafted new menus, special promotions,
give-a-ways and customer activities to prolong guest stay: Sales rose by $1.77 million. Customer
loyalty, repeat and referral business increased by 39%.

Coordinated with the Controller to standardize income reporting forms and procedures. Retrained
General Managers on new protocols: Accountants’ backlog on auditing income reports decreased
thereby increasing District Manager response time to address irregularities discovered by the
audits.

Decreased service equipment repair calls by 82% and increased revenues by 27% by ensuring
all lanes fully operational: Hired and trained a new chief mechanic. Upgraded machinery and
software installed. Developed a plant maintenance schedule that exceeded industry standards.
Previously, Police Officer
EDUCATION
Bachelor of Arts, Business Administration, Political Science,
STATE UNIVERSITY OF NEW YORK AT ALBANY, Albany, NY
PROFESSIONAL TRAINING
Seminars for Sales and Marketing, Exceptional Customer Service, and Serving Alcohol with Care
PROFESSIONAL AFFILIATION
Bowling Proprietors’ Association of America - New Jersey