Franchise Update Magazine Issue II, 2015 | Page 14

ceoprofile

The brand is experiencing healthy
growth and system-wide numbers right
now. “We’ve experienced a 9.5 percent
sales growth over the past 7 years, and I
expect to see same store sales growth remain
at those levels.” He says system revenue
has doubled in just the last 5 years alone.
Reynolds describes the brand’s culture
as “a network of family farmers.” About
half of the franchisees are single-unit
operators, but he says there’s a place for
multi-unit franchisees as well. “We have
successful franchisees who started out as
single-unit operators, love the model, and
want to grow beyond one unit. They do
very well.”
In the past two years, the company
has opened more than 100 new stores
and has signed agreements to open nearly
150 more. “We’ve had significant growth
throughout the Midwest and South and
are now targeting areas like the Northeast and California,” he says. The brand
now boasts more than 650 locations, and
he projects continued growth of around
45 to 55 new stores annually.
Looking ahead, Reynolds says the brand
is continuing to expand its offerings to customers by developing its “omni-channel
platform,” an online ordering service that
allows customers to order exactly what
they need online and then pick it up at
their local Batteries Plus Bulbs store. “This
is in response to consumer demand for
easy and timely access to products they
need,” he says.
Reynolds, who says he’s “never met an
idea I didn’t like,” has shown an uncanny
ability to turn many of those ideas into
success for the brand, its franchisees, and
its customers.

Leadership
What is your role as CEO? I have three
primary roles. First, I carry the torch on
strategy for the brand, our stores model,
and the company. Second, talent development and building strength and succession
in our team is a critical function for the
future growth and success of the brand.
Third, I spend a fair amount of time challenging and questioning our functional
leaders, seeking to improve and refine
what we are doing and how we are doing it.

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The brand is
continuing to
expand its offerings
by developing
its “omni-channel
platform,” an
online ordering
service that allows
customers to order
exactly what they
need online and
then pick it up at
their local Batteries
Plus Bulbs store.
Describe your leadership style. I would
describe myself as a conversational leader.
I lead, learn, and adapt by having discussions with our people. Sometimes this is
through regular reviews and management
meetings, but often it is in the ad hoc
conversations that you really discover an
opportunity or issue. I also believe in being open about your shortcomings, and
poking fun at yourself to make sure the
team feels comfortable doing the same.
What has inspired your leadership
style? My dad was a coach and a teacher
and was a tremendous role model for me.
He worked hard, had uncompromising
integrity, and had strong faith. These assets served him well and I attempt to lead
using these same fundamentals.
What is your biggest leadership challenge? I have never met an idea I didn’t
like. As I have matured, I try to make sure
that an idea doesn’t become a project without some discernment and thought. Our
COO, Tom O’Hare, knows this is a weakness of mine. Since he and I have worked
together for more than 20 years, we have
become adept at coordinating and filtering these ideas to best determine what is
next for our team.
How do you transmit your culture from

your office to front-line employees? In
a retail franchise business you absolutely
have to keep it simple and leverage your
franchise owners to “own” culture development. Our message to our system is pretty
simple: our value proposition is built on
breadth of assortment, filling immediate
needs, and offering high-touch service to
our customers. We do this with urgency
and consistency.
Where is the best place to prepare for
leadership: an MBA school or OTJ?
Without a doubt it’s OTJ. I have an MBA
and a strong educational foundation, which
is very important, but it does not trump
life experience. We all are products of our
own experiences and most of that occurs
in a work environment, not a classroom.
That said, being a “business junkie” naturally means that you’ll continue to be a
student throughout your career.
Are tough decisions best taken by
one person? How do you make tough
decisions? It depends on the decision.
Whenever possible, you want your leadership team involved and aligned on all
key decisions. There are times, however,
when the CEO has to step up to make the
call and set the course forward.
Do you want to be liked o