 -Drove store to 2nd in the district (17 stores) and 9th in the entire company (165 stores) on the overall performance scorecard. Achieved significant improvement in all areas. -Led the store to 3rd in the district and 33rd in the entire company (top 20%) for overall sales volume. Increased sales 7% in 2018 (104% of plan). On pace to improve 12% over LY in 2019 (106% of plan). -Ranked in the top 2 in the district for membership growth – registered 7325 new members in 2018, 200 more than 2017. Improved the membership conversion rate (a key focus) by 250 basis points. -Ranked in the top 3 in the district for “employee availability” and top 5 for “employee knowledge” on customer satisfaction surveys. Consistently outperformed the other 3 Arizona locations. -Exceeded profit expectations – increased the overall profit contribution by 5.7% in 2018. Ranked in the top 3 in the entire company for inventory shrink results in 2017: 0.2% of sales (budget: 0.8%). -Raised employee engagement survey scores from 79% to 85% (company average: 83%). Developed and promoted 6 high-potential sales specialists to leadership positions in the store and company. -Successfully led multiple initiatives & leadership trainings to improve collaboration and employee training among the 4 Arizona stores.

 - Recognized as the only store in the district (18 locations) to increase sales over LY every single year. Drove sales from $4.5M to $10M, consistently ranking in the top 5 for year-over-year growth. - Ranked 1st in the district for overall growth in 2011, 2013, and 2015 – including sales, memberships, average sale, and conversion. Ranked in the top 3 in the entire company for incentive bonuses. - Consistently ranked at or near the top of the district for overall customer satisfaction. Hand-picked to oversee monthly customer survey data analysis & distribution for all 18 stores in the district. - Increased the store’s profit contribution every year, consistently exceeding expectations. Ranked in the top half of the district every year for inventory accuracy and overall shrink results. - Established and maintained a very strong team culture. Averaged 90% on employee engagement & satisfaction surveys, consistently outperforming the company (national average: 81-84%). - Developed and mentored 4 top-performing sales managers who were promoted to store manager, and 5 high-potential sales leads who were promoted to sales manager roles in other locations.  - Nominated by senior leaders 4 times in 8 years for the company’s prestigious “Leadership Award” in recognition of exemplary standards and outstanding overall performance. - Selected by the company’s retail director to serve on a corporate committee tasked with supporting sales managers and sales leads across the country in all aspects of career development. - Served as interim market manager for outdoor programs & outreach in 2015. Managed 2 major REI-sponsored events, including the New England Mountain Bike Festival and Newport Folk Festival. - Represented the Outdoor Retailers of Rhode Island on the Governors Outdoor Recreation Council in 2016. Partnered with REI’s director of government & community affairs on a successful proposal.

Promoted to assistant store manager in a location that was selected to pilot a new leadership structure that reduced the number of assistant managers in each store from 2 down to 1 (REI later changed from assistant managers to sales managers). Provided direct leadership and coaching to 2-3 department supervisors.

Recruited to REI in a leadership position overseeing apparel & footwear. Promoted very quickly to assistant store manager after increasing softline sales by 24%, more than double the Denver market’s 10% increase.

Drove the store from $4M to $6.5M in 4 years, among the best in the region (45 stores). Won multiple awards (Store of the Year) and company-wide sales contests. Supported other stores in the district. Opened new stores in AZ, UT, and CO.