-As GM, responsible for implementing and executing the company brand to gain market share, proactively leading the store in achievement of goals – revenue, expense, profitability, customer satisfaction, inventory shrinkage, associate morale-PersonnelManagement – select, develop and manage individual and team performance utilizing corporate performance reports/scorecard to increase retention, internal promotions, success completion of corporate training, increasing internal and external survey results.-Consistently provide a sense of urgency to maintain store standards while supporting, coaching and developing my team members by creating an environment where Associates can achieve success-Lead and monitor profit drivers, solution selling, accessory attachments, inactive inventory, price change execution and point of sale reductions-Handle and resolve all escalated customer issues and ensure consistency in Merchandising Execution and Operational Processes throughout the store-Execute company's sales mix selling plan per event strategies and understand and communicate with regional and corporate managers all competitive market activities / trends, especially with regards to unique local trends / concerns.

Lead a team into Golf Galaxy after that Dick’s Sporting Goods acquisitionKey Results•Responsible for transitioning Golf Galaxy into the Dick’s culture•Integrated policies and procedures for both companies•Managed the integration of the POS within 3 months•Increased sales by 29% by recruiting, hired & trained a talented store team•Consulted for the 13 stores in the Mid Atlantic district•Outperformed the P&L by 29%•Increased customer service scores 30%

In this time my accomplishments were in multiple locations in NC, NYKey Results •Recognized in all location for excellent customer service skills•Recruited, hired and trained store teams from onboarding•Responsible for training District managers, Store managers and Department managers•Recognized for outstanding shrink results•Enlisted to work in several turnaround stores•Managed locations between 35k - 80k (sq. ft.) in size and 8M- 18M in sales volume•Consulted for the Charlotte district of 11 stores•Enlisted in setting up 2 stores in MI while still running my home store•Responsible for remodeling a 70,000 sq 17M sales store while open•Maximized the P&L in all locations •Increased sales in the Charlotte market stores year after year results

•Promoted to help bring the Dick’s culture to the area, in NJ & NC•Responsible for hiring, training all associates and managers•In 1998 the hardgoods department generated 40% of the stores volume•Ressponsible for reducing shrink from 1.25% to a .88%•Exceeded the company’s customer service perception of 87% vs 84%

•Promoted to our first two floor 80,000 sq. store•Trained in Backwall, Footwear and Apparel•Lead a team of 6 to open our 70,000 sq. Middletown Store which was opened in the time frame and budget set by the company.•Responsible for the bike department that resulted in a 8% gain this year•Enlisted to take our Poughkeepsie store back to company standards. this included training of manager on day to day operations.•Take our Buckland Hills store and move floors. I was responsible for the actually moving the 40,000 bottom floor to the top and the 40,000 top and move it to the bottom. I was able to do this in the time frame and budget build by the company.•Enlisted to Westland, MI to help run a team to build a store from ground up

•Direct involvement with Corporate HQ Executives – contributed to growth of Dick’s Sporting Goods brand •Management of 9 direct reports – regional travel (Dick’s had a total of 9 stores at this time)•Sales & Merchandising Management for 7 stores (8% gain)•Hired as Bike Department Technician – promoted to District Manager