Responsible for the operational oversight of merchandising in the northeast.

Through time-critical planning and development, I successfully engineered from the ground up, a progressively innovative merchandising service program for The Home Depot. Through the design of an adaptable service structure modeled around enhanced fundamentals, high levels of efficiency and effectiveness have been achieved. Key responsibilities include P&L accountability, operational guidance, client interaction and support, as well as the mentoring, training, and professional development of field management and support staff.Recently ranked number one in Client satisfaction resulting in program growth of 30 percent through expansion into the northeast and New England Markets.Utilizing a process-driven approach, created a systematized service platform built on call frequency and duration through the measurement of sales volume. Created a "Time Management Curriculum" that identifies productivity issues within the ranks of field-based managers and creates efficiencies through more effective methods of organizing activities and improvement of priorities.Sole creator of a comprehensive training guide of nearly 50 pages to support the training of field personnel.Authored the rewriting of divisional job descriptions for field-based service representative and field manager positions to improve recruitment and retention percentages.Designed a new in-store reporting process that has been adopted by the Client and implemented nationwide.Successfully completed an aggressive initiative to diagram aisles in Home Depot stores under our service jurisdiction.

As the Divisional Director, I managed and maintained the operational readiness of the In-Store Service program in the Lumber, Building Materials, and Millwork Departments. Responsibilities included the day-to-day operation of the Southwest Division and involved but were not limited to divisional P&L accountability, field operations, and employee development. During the acquisition of United Samsco Associates by CROSSMARK, I played a key role in the integration of systems and processes to ensure a smooth transition.Played a large part in the development and implementation of the first departmental launch of a Product Demonstration Program in the Home Depot stores.Helped Clients experience sales lifts of greater than 10 percent during Weekend Sales Events.Wrote, produced, and published an on-line training video to assist with Weekend Demonstration events.Incrementally improved client audit scores during department walks through use of structured accountability practices and key performance initiatives.Through effective management of program execution, regularly maintained a department ranking of first place and company rankings in the top five out of 50 on client scorecards.Managed execution of various product introductions, new-SKU cut-ins and display installations.

As an RVP, I was strategically responsible for the tactical performance of the Southwest Region. It included critical planning and management of every aspect of execution in the disciplines of service and project related activities. I was charged with the constant assessment and improvement of processes as well as the development of programs designed to enhance the overall service dynamics of the division. I performed field-level evaluations utilizing Key Performance Indicators to measure the overall success of the division and through use of a balanced scorecard, measured leadership development, manager engagement, and service performance. I regularly traveled the regional territory monitoring the compliance of policies, goals, and objectives required by the company and client.Using an organized collaborative approach with the Southeast RVP, created program consistency between two regions resulting in cohesive "whole unit" operations.Created and implemented a "Monthly District Service Recap" reporting process used to support and enforce service level quality assurance.Developed the company's first performance review process for the measurement of employee contribution.Inaugural member of a Six Sigma process improvement team tasked with the challenge of analyzing current business activities and producing improved "Best Practices" through the structured elimination of program deficiencies.

Supported the overall service operations at the regional level. I managed a team of 20 District Managers and 250 Field Service Representatives in more than 250 Home Depot stores. The program included the merchandising support for approximately 200 Vendor Clients.

In the RPM position, I was responsible for all Capital Expenditure projects at the regional level. Included were "Whole Store" remodels comprised of the demerchandising, fixture deconstruction and reconstruction, remerchandising, and display assembly and installation. Smaller scale departmental refreshes as well as "New Store" set-ups were also under the direct management of the RPM.

As a District Manager based in Pittsburgh, PA, I provided guidance to approximately 15 Field Service Representatives across four states. Responsible for the merchandising services in The Home Depot stores across nine departments, I ensured each manufacturer's product lines were fully merchandised and represented.