Columinate’s Manager on Contract and Interim General Manager services can be a game-changer for food co-ops and community-focused independent grocery retailers. In recent reports and in following weeks, we highlight Columinate consultants working as managers on contract. In this report, after a program overview we highlight Columinate consultant Luke Schell.

The opportunities for utilizing a Manager on Contract fall into two broad categories: new store openings, and an operational tune-up or turnaround.

New store openings, especially startups: Opening a new store requires different experiences and skills than managing a store that is up and running. Columinate consultants serving as managers on contract can build and work with the local team and other professional support to manage the store through store opening—then hand off to the client’s long-term general manager a few months after store opening.

Management transition coupled with an operational tune-up or turnaround: Often alongside a manager transition comes an opportunity to identify and implement changes to strengthen store performance. The return on investment of having a Manager on Contract stems from Improved systems, team empowerment and development, and an updated retail strategy. Columinate’s grocery retail experts assess and identify opportunities for improvement, and because they are in a position of responsibility as manager, they can build alignment and implement changes needed for better store performance.

For new stores, Columinate support can begin with a consultative relationship early in the process, during the organizing stage when the vision for the store is first being created. Once implementation begins, Columinate’s Management on Contract services include:

• project management during the store design and build-out process;

• management during pre-opening, when store systems are developed and implemented;

• management during the critical opening stage, when the best available resources should be deployed to ensure the community experiences an exciting store;

• finally, management during the first few months of the new store operations.

An ideal time to hand over management responsibilities to the long-term general manager is when the store, team, and systems are stable.

That timing for hand-over of management applies as well in a store turnaround. In a single-store operation, the Manager on Contract typically serves as an Interim General Manager (IGM). In a multi-store setting, the role could be IGM or Store Manager. Sometimes the position is named Interim Turnaround Manager, and in longer engagements the role could be Contract General Manager. The common thread is that the engagement includes management responsibilities and authority to get stuff done.

Utilizing Columinate Manager on Contract experts can also go hand in hand with our GM Development and Training program and our GM hiring and search support.

There are many examples of interim management assistance, and each has its own circumstances and challenges. Columinate’s group of talented grocery experts are passionate about co-ops, especially successful ones! For more information about having a Manager on Contract during a manager transition or when planning to open a new store, contact Mark Goehring.

Luke Schell at Urban Greens Food Co-op

Urban Greens Food Co-op in Providence, Rhode Island, which opened in 2019, had low sales and was running out of cash. In 2022 the board of directors contracted with Luke Schell as Turnaround Manager to assess needs, lead in creating a turnaround plan, and implement the plan. During just three months of on-site leadership, his work had an excellent impact.

Luke Schell commented on his time at Urban Greens Food Co-op:

“Working with the board, management team and staff was a rewarding and successful collaboration for all, resulting in a strengthened and productive environment.”

Joe Doura, who is now the co-op’s interim general manager, described the co-op’s situation after Schell arrived: 

“The staff at the store had some real concerns and hesitations because of prior consultants.  Upon his arrival, we immediately met with someone who not only had the experience we needed, but had a great personality and really took an interest in what the co-op was doing.

“Luke made a significant impact, not only on the operations of the store but on the morale of our entire team.”

“He set out to first understand where the store was, what the store was lacking, and where it needed to change to grow and continue to operate. He created an easy-to-understand action plan that included input from the entire staff, but also met with our board’s approval. Not only did he take input from everyone, but he observed and worked alongside the staff to evaluate the operations, staff challenges, and areas of opportunity. Once the plan of action was created, he led the way to accomplish the tasks at hand, regardless of whether it was store cleanup (from dumpsters to cleaning chemicals), financial reports, budgeting, or connecting the staff to other professionals where and when needed. Luke made a significant impact, not only on the operations of the store but on the morale of our entire team. He led by example, worked six days per week, and it wasn’t long before he became part of our family.

“I can honestly say he has been the best consultant that I have ever worked with. In the end, he provided us with exactly what was needed to change, start to grow, and continue to operate. If Luke asked me to come work with him, I wouldn’t hesitate.  He is truly missed!”