Led the strategy and execution of Store Fulfillment, RFID and Store Logistics initiatives and ongoing operations, inclusive of budgeting store support hours for all stores. Provided clear direction to and maintained two-way communication with Regional, District, Central Business, and Technology partners to improve store operating standards and profitability, with a focus on customer satisfaction.

Scaled Store Fulfillment from a three store pilot to all locations, and expanded to include Buy OnLine/Pick up in Store and Buy OnLine/Ship to Store. Led cross-functional teams addressing inventory, staffing, digital, and customer interaction improvements. Championed the intersection of in store execution systems and RFID to improve efficiency.

Introduced RFID to all Macy's locations, driving sales through improved replenishment orders and in store display accuracy, and reducing shortage and fulfillment expense as a result of cycle counting. Piloted store fulfillment. Maintained ongoing partnerships with technology and inventory teams to facilitate continuous improvement.

Designed systems, processes, and project plans to merge five independent operating divisions into one Macy's. Collaborated with merchant, logistics, and technology partners on initiatives requiring store execution. Partnered with Marketing and Finance to evaluate and establish Store Hours. Developed colleagues to manage store execution centrally.

Directed the MIO, Price Change, Inventory Control, and Operations functional areas of Macy's Home Store. Led the conversion of two former May divisions into the unified Home Store. Influenced peers in operating divisions, facilitating successful implementation of Home Store initiatives in all store locations.

Established, communicated, and monitored execution of store operational practices, facilities management and non-payroll expense budgeting and management for 100 store chain. Managed capital and coordinated the opening of 15 new locations between the company and the construction administrator.

Directed daily activities and monthly closing of Inventory Control, Merchandise and Expense Payables, and Sales Audit/Treasury.Primary contact for external auditors relative to retail Stock Ledger and gross margin calculation.Developed procedures and systemic processes to improve control and efficiency in stores, warehouses, and central office.