As a subsidiary of my families development company, at ADCO, I oversaw project management, branding, marketing and daily operations along with residential and commercial space negotiating. During my time at ADCO I had complete oversight of operations and location management for 38 residential properties and 18 commercial projects. I, along with my team, oversaw the management of vendor hiring, budgets, work schedules and property upgrades. • Analyze bids from contractors for provision of property services (IE cleaning, maintenance, and security), leading to an average 7.4% year-on-year decrease in expenditures. • Managed branding for all company projects, including third party vendors contracted under the parent corporation. • Communicated clearly with clients to identify their needs and budget and work within those guidelines to create a proposal that met with their needs, while streamlining all media to reflect upon the corporate brand. • Managed workflow of all company and vendor materials to highlight the key aspects that emphasize our company as the right partner for our clients.

At ELAN, I designed, coordinated, and maintained all marketing and advertising collateral including the renovation of a $15,000 premier website. Extensive experience managing large teams of diverse personalities in deadline-driven environments, established employee career development tools, leading cross-functional team collaboration, and developed industry outreach opportunities. I managed all social media platforms; results included an increase of 2,300 followers on Facebook, created and built Instagram as a company platform, gained 3,000+ followers, and added 350 new followers on Twitter. Utilized B2B opportunities by connecting & working with area businesses to cross-promote via social media and partner collaborations, ELAN showed an increase in business annually on average 160%. • Planned and executed an innovative marketing campaign to capitalize on new demographics coming to Nashville • Streamlined operations using digital media to connect, communicate and coordinate with staff, clientele and potential recruits (both local and nationally) • Planned media strategy for growth and expansion of business profile • Aligned creative functions and developed system for producing multi-disciplinary creative work that supported strategic plans within a fast-paced environment • Negotiated and managed all creative vendor and supplier relationships, while streamlining costs, which led to an annual savings of 45% • Built and developed 2 of the 4 company brands from the ground up, integrating their brand identity into the existing company profile

Taking on a challenging new role in the cosmetic industry, I was brought on by Sephora to act as a Department Lead over the fragrance department. In my position, I assisted in implementation and organization for the new store set-up and opening. As a department lead, I had many multi-faceted duties to which I catered to on a day to day basis. Among them, I was responsible for new hire training and development for all department employee’s, ongoing training of existing dept staff, and working with Store Director to ensure weekly payroll compliance is met. I also managed the Holiday Recovery Team, a team that helped prepped the store for the demanding business needs of the holiday season. I also handled operational tasks such as evaluating and altering staff costs as necessary per week, weekly staff scheduling, and limiting store costs to increase profitability. As an overall manager of the store, I consistently managed a staff of 40+ staff, (70+ holiday staff) in a high traffic location. Lastly, I served as both store visual manager and trainer for visual and merchandising needs.

As an AGM with Gap Inc, I was promoted up from within from a denim specialist to an assistant general manager in a 5 million dollar location. As an AGM, I managed and developed a staff of 30+, 60+ during the holiday season. I supervised area store visual merchandising implementation, as well as the trainer for the area visual team and assisted with all training of holiday new hires. I was also a relief manager for Baby Gap and Gap Kids in my center, as well as the occasional management support for 4 other stores in my district.