Jim Rohrer


Chapter Type: Next Level | Denver Metro Area, CO

Jim’s career had three different experiences. He began his Sears career as a trainee and ended some 30 years later retiring as an officer of the company. His many assignments had a common element, the dramatic results improvement of underperforming organizations. Working in a large corporation was a great learning experience.

After retiring, Jim served as an officer of two midsized startup companies. Both were financially successful. One was acquired and the other achieved an IPO. The key element in both cases was being able to add discipline and the right amount of structure to these entrepreneurial organizations. Working at these two startups made going to work fun.

As a business consultant, Jim focused on smaller and often family owned businesses. These smaller business have to focus more directly on cash flow and sometimes lack financial resources, but in the end, their ability to serve their customers insured their success. There is no more satisfying work than helping a family business succeed and grow.

Jim earned a B.S. In Business Administration from Miami University and also benefitted from leadership development received during his four years as an Air Force Officer.


“I believe that the best ideas come from those closest to the core of what the business does and that asking the right questions leads to breakthrough solutions."


My Facilitator Strengths

  • Visioning facilitator: I have helped many organizations with a process called visioning. Visioning allows organizations to develop consensus among leaders and everyday workers concerning the future direction of the company and the steps to get there.
  • As a President Elect Training Facilitator, I have had positive results readying incoming Rotary presidents preparing them for their term as president. Our process is to rely on the experience and expertise within the group. The peer collaborative process is effective because success is defined by peer members. The power of peer collaboration is exceptionally strong.


  • I spent many years at Sears. It was a great company, and I was proud to be a Sears man. After serving 4 years as an Air Force officer, I began my Sears career as a trainee and stayed for 30 years.
  • My store in urban Cincinnati was doing poorly until we were able to change the culture of the employees making them feel more connected to the store’s success. this led to a strong sales growth cycle that changed the bottom line
  • My next store in Dayton was physically too large for the volume. We downsized the store renting space to the regional service department and dramatically reduced the store’s expense structure and improved profits
  • As General Manager of a large regional distribution center, we addressed poor morale and the fear of a union organizing effort. We were able to engage employees in many internal improvement goals. As a result, our expense ratios got better and morale dramatically improved. Interest in unionization evaporated.
  • When I arrived as the Detroit Region Operations Manager, we ranked 39th among 42 regions. When I left we ranked 2nd among the 42 regions. It took several years, and many factors were involved, but it really boiled down to our team’s leadership and expectations of our people.
  • I was asked to develop a network of call centers to take orders for Sear’s 5-billion-dollar catalog business. We opened 10 centers, hired 12,000 employees, and developed and delivered cutting edge training within 14 months. The results of the centers were sensational. Our people increased sales and delivered unprecedented customer service. We literally answered our over 60 million annual calls within three rings 97% of the time for 7 years. Our employee turnover was one third that of the call center industry. This was achieved because we hired the right people and developed a culture that made them want to stay and contribute.
  • I was asked to run the 850 Sears Auto Centers. They had been suffering from the effects of a scandal. I advised the president that I might not be the right person as “I’m not sure I can change a tire.” “You will not be doing that, he told me, but we need someone who can change attitudes.” We did change the attitudes of our 15,000 employees and with the changes came a turnaround within three years.
  • After retirement from Sears I became the COO of a young company in Denver, Innovative Services of America. We positioned the company for growth, and it did grow from 7.5 million dollars to 37 million and was acquired by AON corporation.
  • I was recruited to be the Customer Care Officer of a Silicon Valley company. We did attain an IPO.
  • In my consulting time with a variety of small companies, I was generally able to help improve results by getting the right people in place and helping them set appropriate goals and to lead effectively toward those goals.
  • I was the initial investor and served on the board of directors of a startup company, Alpine Access. I watched as the company survived, grew and was eventually sold for One hundred and fifty million dollars. There were times when things were bleak, but a fantastic idea, exceptional people, persistence and probably a little luck made it a great story.
  • Last winter, I accepted the challenge of serving as general manager for a former client during a time of crisis. It was enjoyable and successful, and the crisis is no more.

Thinker Chapter Meeting Details

These chapter meetings are TBD, currently, you can sign up for Jim's Underground chapter!


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