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Part-B (Case Writing) ( RONA, the 500-store national chain of hardware, garden and home renovation centers, had not seen an improvement in same store sales in several e=years. A poorly managed expansion plan resulted in five consecutive years of declining revenues, even as the larger market grew. In 2013, a new CEO joined the team. Robert Sawyer soon turned things around. Although Sawyer never attended university, he seemed destined for a career in retail. At 14, he delivered beer and groceries on his bike for a corner store in Montreal, where he grew up. He started working for Steinberg's Catalogue distribution business at age 16, and by 19, he was foreman of one of its warehouses. He moved on to Metro in 1979, as director of a fruit and vegetable warehouse, and rose through the ranks of the Montreal-based grocer. Those who have worked with him view him as very direct and demanding. "With him, you always know where you are headed. There are no grey zones: It's either white or it's black, says Christian Bourbonniere, Metro's first vice president, Quebec division. "He is demanding to the extreme." In approaching the issues facing RONA, Sawyer took the simple path. Under his leadership, the company cut 375 administrative positions, closed 1 1 unprofitable stores, sold most of its commercial and professional market division, saved $110 million from expenses, and developed separate business plans for the four divisions. Sawyer took over just as the job and housing markets were slowing. "If you don't know where to cut, I'm giving you two weeks, he told his new teams