Store Manager - St George

Rider Advocate – St George

Job Description

Job Purpose

The Rider Advocate – St George owns the full performance of the St George store, Red Rock Bicycle's flagship location. This role leads the Rider Care team directly and leads the Rider Support department through the Lead Rider Support, who reports to this seat.

Reporting to the Director of Physical Operations, this role makes sure the company's highest-volume store sets the standard for the rider experience, the core processes, and financial discipline that the other locations are measured against.

This role is part of the Conversion Engine of the business: Digital + Demand drives traffic, Physical Operations converts it, and Product + Planning makes sure the right product is available.

Organizational Structure

• Reports to: Director of Physical Operations
• Direct reports: St George Rider Care team; St George Lead Rider Support
• Leads through the Lead Rider Support: St George Rider Support team
• Works closely with: Product + Planning (merchandising, Floor Audit Card, Inventory Specialist), Digital + Demand (promotions, events, content), and the other two Rider Advocates
• Meetings: weekly Operations L10 with Physical Operations and the store leaders; Quarterly Planning with the Leadership Team

Core Values

The Rider Advocate must embody and reinforce Red Rock Bicycle's values:

• We Own It
• Constant Improvement
• Rider First
• Positive Passion
• Inclusive – We meet riders where they are

Practice, embody, and reinforce our Culture Standards daily. For the rider, every day is the Super Bowl.

Six Primary Obsessions

1. The Rider Standard

• Model the Rider Standard personally and hold every person in the building to it, whatever department they work in
• Check 5 greetings every week and coach on the spot
• Resolve rider problems quickly: this seat can make it right up to $500, and takes anything larger to the Executive Team

2. Leading Rider Care and Sales

• Lead, schedule, coach, and hold the Rider Care team accountable as their direct manager
• Run the Sales core process (the Proven Process): consultation, test ride, 3-Touch Quote, club enrollment, and the 30-day tune-up call
• Observe 3 sales conversations every other week and coach from them
• Approve Day 10 best offers on product in stock longer than 6 months
• Make sure Rider Care completes the acceptance check and initials the Perfect Build tag on every new bike

3. Leading the Service Department Through the Lead Rider Support

• Hold the Lead Rider Support accountable for running Rider Support as a profit center: service department growth, a minimum 47% service margin, and 80% of repairs completed in 24 hours or less
• Meet with the Lead Rider Support every week to review their numbers and their core process checks (Service Writing; Service and Perfect Build)
• Coach and remove obstacles, but do not run the department for them
• Make sure Rider Care can write a clean service ticket when the counter needs help

4. Store Readiness

• Run the Store Readiness core process at this location: the store opens and closes to standard every day
• Walk the Floor Audit Card with Product + Planning every week and complete the fix list before the next audit
• Keep the building clean, safe, secure, and maintained

5. People

• Recruit, hire, and onboard to the People core process, with onboarding on track for every new hire
• Complete reviews at 30, 60, and 90 days, then quarterly
• Keep 90% or more of the team in the right seat, and make values-based decisions when someone is not
• Post the schedule 3 weeks in advance, with leadership coverage 7 days a week

Tasks and Responsibilities

Leadership and Accountability

• Hold a weekly meeting with the Lead Rider Support and regular one-on-ones with Rider Care
• Track and coach performance using the numbers above
• Bring issues and results to the weekly Operations L10 and carry decisions back to the team

Scheduling and Payroll

• Build the schedule around traffic, service demand, and the payroll budget
• Review payroll-to-sales weekly and adjust hours before the week is lost, not after

Retail and Service Operations

• Lead from the floor during peak hours
• Hold the advertised turnaround windows for bikes, special orders, and repairs
• Train the team on the ten core processes and retrain when a check shows drift