Ventured into freelance web development to solidify a career change into the world of tech. Established a series of services that provide online solutions to clients across a wide spectrum of industries. Provide web/app development, UX/UI design, Internet marketing, SEO, social media management, reputation improvement/crisis diffusing, analytics and digital copywriting.

Created and continue to oversee a service that assists injured workers with filing claims, medical care, life planning, and much more. Oversee communication between patients, medical providers, insurance companies and lawyers.

Recruited back by the regional director after previously working for Toys ‘R’ Us from 2008-2010. Took over a large, underperforming, dual-brand superstore (full-scale Toys ‘R’ Us and a full-scale Babies ‘R’ Us) that was operationally broken with a depleted leadership team, and achieved tremendous improvement in every area of the business.• Drove the overall performance scorecard from 8th to 3rd in the district (11 stores) by the end of FY 2017.• Elevated the scorecard from 166th to 65th in the region (193 stores); improved a remarkable 101 spots.• Increased the sales volume ranking from 71st to 64th in the entire company (top 5% out of 1600+ stores).• Consistently outperformed the district and region in sales results vs. budget.• Ranked 1st in the district for year-over-year increase in both customer credit and customer loyalty metrics.• Drove customer credit from -32.3% to +7.2% to plan; improved from 139th to 12th in the entire region.• Increased warranty sales from -6.7% to +9.3% to plan; improved from 10th to 1st in the district.• Drove social media followers from 9th to 1st in the district and from 133rd to 3rd in the entire region.• Won a regional credit contest, regional social media engagement contest, and district Black Friday contest.• Selected to serve as the district P&L captain – shared best practices and compiled results from all 11 stores.

Turned around the highest-volume and largest geographical district in the entire company (with the fewest stores). This district, which included stores in Los Angeles, San Francisco, and Washington State, had been underperforming for many months prior to arrival, and 3 store managers were on the company’s “red list” for poor performance.• Drove the district to 1st in the company for profit vs. plan, profit increase over LY (+31%), and gross margin. • Recognized as the only district in the entire country to increase profit over LY in 2014 and 2015.• Ranked 1st in the company for comp sales growth (only district with positive sales growth in every location). • Ranked 1st for average sale, shrink results (0.3%), and employee retention (reduced turnover by 164%).• Identified, developed, and promoted 4 high-potential assistant store managers to store manager positions.• Selected by the executive team to revise the company’s seasonal hiring, training, and on-boarding practices. • Rolled out a national program that cut costs for labor (17%) and training (26%) and improved scheduling.

Recruited to build a retail division that originally consisted of just 1 struggling adoption center (Lakewood). Opened 2 new locations and oversaw every aspect of merchandise planning, buying, operations, regulatory compliance, HR, and marketing. Provided direct leadership to 3 store managers, 1 program manager, and 1 marketing manager.• Opened a 2nd store in Mission Viejo – finished 20% under budget and surpassed the sales forecast by 21%.• Built a stand-alone store in Culver City at a cost of $5.5M – the biggest project in the organization’s history.• Created an operations manual, intranet system, operating budget, training programs, and job descriptions.• Contributed to the development of a strategic 5-year plan as a member of the board of directors.• Launched a complete rebranding effort that included a new mission statement and core values.• Introduced 5 new revenue streams including microchips, grooming, training, insurance, and DNA tests.• Greatly expanded the merchandise assortment and increased the average sale by 14% over LY.• Increased shelter partnerships from 2 to 9, which enabled a 14% reduction in pet inventory costs.• Reduced damaged, recalled, and expired inventory costs by 6% by re-negotiating with vendors.• Quadrupled marketing efforts from the previous year; attended 50+ local events to build awareness.• Partnered with the e-commerce director to develop an online merchandise strategy and assortment.• Presented the division’s new business model as an industry expert at a national conference in Florida.

Promoted in 2011 to open a flagship store in Beverly Hills, the most expensive construction project in the history of the company, after quick success turning around an underperforming store in Culver City. Established this flagship store as the best in the district, one of the best in the company, and the training & certification center for the district.• Drove the Culver City location from 189th to 21st in the region and from 1189th to 143rd in the entire country.• Ranked 1st in the district in all key metrics including sales vs. plan (124%) and comp sales growth (+16.7%).• Opened the Beverly Hills store and drove it to 1st in the district in every key metric, including sales vs. plan.• Led the flagship store to 3rd in the region (200+ stores) and 23rd in the country (top 2% out of 1300 stores).• Easily surpassed the first-year sales projection (134%) and profit budget (112%) in Beverly Hills.• Led the district in customer satisfaction (86%), loyalty penetration (95%), payroll %, and staff retention.• Scored 97% on a major internal audit – best in the district and top 10 in the entire company.• Oversaw talent acquisition, training & development, succession planning, and HR programs for the district. • Partnered with the regional talent manager to recruit 16 new managers for other stores in the district. • Trained all managers and associates for new stores in West Covina, Camarillo, Monrovia, and Pico Rivera.• Supported the DM by auditing all other locations and coaching and mentoring other store managers.• Developed action plans for 4 failing stores that led each one to a complete turnaround.• Conducted an in-store leadership training program that was rolled out district-wide by the DM.• Selected as 1 of the top 30 store managers in the country for a prestigious leadership development program.

Recruited to Toys ‘R’ Us to turn around a broken store that ranked last in the district for the previous 5 years. • Drove the store’s overall performance scorecard from 9th to 1st in the district and 132nd to 4th in the region. • Drove the store to 21st overall out of 900+ stores across the country after starting in the bottom 10%.• Increased sales from $9.8M to $11M – achieved 110% of the sales plan in the second year.• Achieved 324% of the first-year profit goal, and a whopping 1102% of the second-year plan.• Ranked 1st in the district for customer loyalty conversion (1 of only 3 stores in the district to meet goal).• Awarded “Best Labor Management” in the district after starting at 900+ hours over budget.• Lowered inventory shrink from 3.32% to 1.11% – lifted the store off the “red store” list.• Reduced employee turnover from 25% over plan to 12% under – improved engagement from 73% to 88%.• Visited underperforming locations in several areas of the region to fix stores and coach managers.• Selected to oversee 3 locations simultaneously for 3 months (combined sales of $30M).

Managed 3 different stores including Pasadena, San Gabriel, and Canoga Park (led 2 simultaneously for 3 months). • Completely cleaned up a high-profile store in San Gabriel that was visited frequently by company executives.• Drove the overall performance scorecard in Pasadena from 6th to 1st in the district in just 8 months.• Led the district with a 21% sales increase over LY – the only store in the district in double digits.• Led San Gabriel to 1st in the region (146 stores) on a national sales contest – finished 6th in Pasadena.• Tripled internal audit scores from 30% to 95%. Doubled grooming sales % from 18% to 38%.• Improved cross-training at Pasadena from 7% to 88% and San Gabriel from 5% to 71%.• Selected as district marketing coordinator; led the district to the top spot nationwide on several events.