Directed team of seven district and 82 store managers covering the Mid Atlantic region (Ohio, Pennsylvania, Delaware, Maryland, Washington DC, and Virginia). Managed delivering sales and metric standards, and developed the regional action plan to optimize store profits, create long term growth and achieve the corporate strategy. - Led Mid-Atlantic region to number one ranking nationally in first year.- Upgraded talent at all levels by developing individual action plans, providing consistent feedback, and recognizing performance results.- Mentored and promoted 3 store managers within the Mid-Atlantic region to district manager.

Oversaw team of 13 stores managers. Managed the coaching and training of team members, identifying performance gaps, and collaborated with them in implementing solutions that would allow the district to achieve its goals in sales, profits, and customer satisfaction.- Consistently ranked among top 10% of Zales district managers in sales and metric standards.- Reduced open jobs at manager and associate level by establishing recruiting and interviewing best practices.- Elected to on-board and mentor newly promoted district managers and Dallas corporate office executives.

Led team of 400, including human resources, advertising, operations, regional and department managers with annual sales of $35,000,000. Oversaw the total operation of all fine jewelry departments. Collaborated with senior store executives to execute brand image and ensure consistent representation in customer interactions.- Achieved objective goals in payroll, expense, and shortage by implementing systems to monitor results and quickly react to trends.- Increased care plan capture rate to 64% which was best in company two consecutive years by clearly communicating expectations, focusing on bottom one-third, and recognizing top performers.- Expanded special event business to $2,800,000 annually by partnering with vendors, targeting training and challenging underdeveloped stores.- Improved talent at all levels by establishing clear objectives and providing targeted feedback.

Improved profit margin to best in company in 2006 by driving sales, controlling expense and reducing shortage. Attained maximum sales objective by increasing same store business 3.5%.Achieved payroll plan by reducing cost $108,000 versus previous year. Reduced manager turnover 25% and associate turnover 20%.

Reduced regional and department manager open job rate three consecutive years. Created and presented sales training sessions including live video broadcast to launch key initiatives and/orpeak selling periods.

Served in strategic planning decisions to meet/exceed sales and operational goals. Successfully instilled a culture of teamwork, process improvements, and led training programs to achieveperformance results.

Established team of managers/sale associates to maximize results. Achieved sales goals andincreased volume 7%. Department Manager, 1990-1993. Increased department volume to $1,200,000.