District Manager

District Manager

TWG BRL is Indiana's largest beer, wine, and spirits retailer, proudly operating 108 locations across the state under the trusted Big Red Liquors, Cap N Cork, and Gay's Hops-N-Schnapps brands. As we continue to grow, we are seeking experienced District Managers who are passionate about developing people, driving results, and building high-performing retail teams. Our leaders create a Culture of Execution grounded in clear expectations, consistent follow-through, measurable results, accountability, and continuous improvement.

If you are an accomplished multi-unit retail leader looking for an exciting opportunity in a unique and growing retail industry, we would love to hear from you.

The District Manager is responsible for leading the operational, financial, customer, and people performance of approximately 10–12 retail locations. This role partners closely with Store Managers to build exceptional teams, deliver outstanding customer experiences, drive profitable growth, and ensure full compliance with company standards and Indiana regulations.

Successful District Managers are highly visible leaders who coach, develop, and inspire their teams while maintaining a relentless focus on execution, accountability, and continuous improvement. They translate company strategy into actionable store-level priorities and establish a consistent leadership cadence of launching initiatives, inspecting execution, measuring results, coaching performance, and adjusting as needed.

Key Responsibilities

Operational Leadership

• Maintain a consistent and meaningful presence throughout all assigned stores.
• Lead and support multiple retail locations in achieving operational excellence.
• Create a Culture of Execution by establishing clear expectations, inspecting performance, and ensuring timely follow-through.
• Ensure consistent execution of company operating standards, merchandising programs, promotional initiatives, and brand expectations.
• Conduct regular store visits and operational audits covering merchandising, inventory, staffing, safety, customer service, and process compliance.
• Identify operational gaps, establish corrective action plans, and verify sustained improvement.
• Maintain high standards for store appearance, cleanliness, safety, cash handling, inventory control, and opening and closing procedures.
• Balance immediate operational needs with long-term district priorities and business objectives.

People Leadership and Development

• Recruit, hire, onboard, develop, and retain outstanding Store Managers.
• Build a strong leadership bench through coaching, development plans, cross-training, and succession planning.
• Provide regular, specific, and actionable performance feedback.
• Conduct performance evaluations, talent reviews, and leadership calibration discussions.
• Lead performance improvement initiatives with clarity, fairness, consistency, and urgency.
• Establish clear expectations and hold Store Managers accountable for results, behaviors, and company standards.
• Foster a culture of engagement, recognition, teamwork, inclusion, and professional growth.
• Create an environment where leaders are empowered to make decisions, solve problems, and take ownership of their businesses.
• Model the leadership behaviors and professional standards expected throughout the organization.

Financial and Business Management

• Analyze and improve key business metrics, including: sales, comparable sales growth, gross margin, labor, shrink, EBITDA, average ticket, units per transaction, inventory productivity.
• Demonstrate strong command of district and store-level profit-and-loss performance.
• Coach Store Managers on financial literacy, expense management, labor productivity, inventory control, and profitable sales growth.
• Identify performance trends, root causes, risks, and opportunities using available reporting tools.
• Develop measurable district action plans that address underperformance and accelerate growth.
• Ensure effective execution of promotional programs, pricing changes, category initiatives, and company sales strategies.
• Hold Store Managers accountable for understanding their results and implementing corrective actions when performance falls below expectations.

Compliance and Risk Management

• Ensure full compliance with company policies, operating procedures, and Indiana alcohol regulations.
• Maintain required licensing, documentation, permits, and records.
• Reinforce responsible alcohol sales, ID verification, refusal procedures, and age-restricted product requirements.
• Ensure stores consistently follow cash-control, inventory-control, safety, security, and loss-prevention procedures.
• Partner with Human Resources and company leadership on investigations, corrective actions, employee relations matters, and risk mitigation.
• Identify compliance concerns early and act with appropriate urgency, discretion, and sound judgment.
• Ensure Store Managers understand both the requirements and business importance of consistent compliance.

Customer Experience and Brand Excellence

• Champion exceptional customer service across every location.
• Coach teams to create welcoming, knowledgeable, and efficient customer experiences.
• Ensure stores consistently reflect company merchandising, signing, pricing, cleanliness, and brand presentation standards.
• Review customer feedback, Mystery Shopper results, and service metrics to identify coaching opportunities.
• Support seasonal merchandising, loyalty initiatives, digital engagement programs, and customer-acquisition efforts.
• Ensure service expectations are consistently communicated, demonstrated, inspected, and reinforced.
• Promote a customer-first mindset while balancing operational efficiency and financial performance.

Vendor and Business Partnerships

• Build productive and professional relationships with vendor and supplier partners.
• Support effective execution of promotional programs, displays, tastings, and category initiatives.
• Reinforce premium product programs, private-label growth opportunities, and strategic assortment priorities.
• Ensure vendor activity supports company standards, store execution, and district performance objectives.
• Collaborate with merchandising, operations, marketing, warehouse, Human Resources, and other internal partners to deliver company priorities.

Communication and Execution

• Communicate company priorities, expectations, and initiatives clearly and effectively to Store Managers.
• Translate company strategy into simple, actionable district and store-level plans.
• Prepare district action plans, business reviews, performance updates, and follow-up communications.
• Ensure timely execution of company communications, promotions, BOLOs, contests, merchandising programs, and operational initiatives.
• Establish a consistent operating rhythm for launching, inspecting, measuring, coaching, and adjusting performance.
• Follow through on commitments and ensure Store Managers do the same.
• Escalate risks, challenges, and resource needs appropriately while bringing forward potential solutions.
• Maintain effective two-way communication between stores and corporate leadership.

Leadership Competencies

Successful District Managers are expected to demonstrate the following competencies:

Culture of Execution

• Translates company priorities into clear actions, ownership, deadlines, and measurable outcomes.
• Maintains a disciplined cadence of launch, inspect, measure, coach, and adjust.
• Ensures consistent follow-through and holds leaders accountable for execution.

Results Orientation

• Sets clear performance expectations and maintains urgency around business priorities.
• Uses data to identify opportunities, address performance gaps, and improve results.
• Balances sales growth, profitability, operational standards, and people development.

Coaching and Talent Development

• Builds leadership capability through regular coaching, feedback, and development.
• Addresses performance concerns directly, constructively, and consistently.
• Develops a strong leadership bench and prepares employees for future advancement.

Strategic and Financial Acumen

• Understands how operational decisions affect sales, margin, labor, shrink, inventory, and EBITDA.
• Uses financial and operational data to make sound business decisions.
• Balances immediate operational needs with long-term district priorities.

Accountability and Ownership

• Takes personal responsibility for district performance, decisions, and outcomes.
• Establishes clear expectations and promptly addresses missed commitments.
• Models consistency, integrity, fairness, and professional accountability.

Communication and Influence