Oversee a diverse group of associates consisting of 3 District Managers, 1 HR Manager, 1 HR Generalist, 13 Center Managers, and 175 associates across 4 states in 13 locations generating $15M in annual revenue.Develop and implement quality assurance procedures to ensure that all stores meet regulatory requirements and maintain the Company’s quality standards.• Utilize strategic sales planning initiatives to drive revenue growth; establish operational guidelines and identify opportunities for improvement across each store such as creating a new sales training model and compensation structure.• Built a performance culture of developing employees through coaching, feedback, and mentoring; hold one on meetings with Direct Reports to establish goals and expectations using the performance review process.• Created an incentive and training program to promote employee retention across all locations.• Collaborate with the overall leadership team to develop strategic plans and objectives for the company’s growth and overall operations of the region.

Oversee the day to day operations of the Pechanga Casino and Resorts Retail Operations. These operations include a high-volume Gas and Convenience Store, Car Wash, Detail Center, 3 food and beverage outlets and a 5-star RV Resort. Not only guided the day to day operations for Pechanga Development Corporation stores but acted as the liaison between the broker, property management company and the tenants in the strip center. Responsible for 100 plus associates and Managers with total revenues of all areas in the range of $ 30 M in annual sales.

Lead store management for retail operations for one of the largest gaming and hospitality corporations. Responsibilities include: cost analysis/control, P&L, inventory management, continual improvement customer service and visual merchandising. 12 Direct Reports total of 120 employees. $30M Annual sales- Tailored retail strategies boosting revenues and bottom line profits Year over Year.- Partner with cross functional teams.- Creation and implementation of on-the-job training guidelines with an emphasis on customer service for each associate. - Achieved optimal stock assortments, stock levels, and store merchandise needs closely working with store management and division merchants on continual planning. - Established creative & impact-full merchandise / visual presentation standards with store management and visual merchandising teams. - Guided management team, merchants, visual teams, and hotel marketing developing/promoting retail events and other promotions.- Strengthened execution of strategic planning process by serving on the Mandalay Bay Executive Committee with 17 other top Executives. - Continual evaluation of productivity and cost efficiency to make recommendations to achieve EBITDA results for the retail division.

Hand-selected by one of the largest independent retailers in the airport retail business as a General Manager and quickly promoted to the Director of Retail Operations overseeing $25 million in sales with 23 stores throughout airports in Denver, Phoenix, San Francisco and Albuquerque. Managed 15 direct reports, guided an organization with 160 associates, adhered to payroll guidelines & sales projections by analyzing P&L statements, established merchandise standards, improved operation logistics utilizing on-time stock strategy, ensured each store followed policies & procedures, drove sales to meet forecasts, collaborated, planned & executed 6 new store openings, 6 store closures, store re-sets staffing plans, and cash handling procedures. Highlights:- Created a mentor program to train each associate in each area of the store.- Cultivated an environment where associates respect and adhere to company standards, integrity & ethics. - Re-invigorated organization by going undercover for 6 weeks and performing each person’s role within the company. - Built a world-class customer service organization by promoting high standards and constant training and as a result improved customer service levels from 70% to 92%. - Decreased employee turnover by 100% by hiring quality talent, listening to staff, keeping them engaged, and encouraging management and associates to own decisions within their stores while delivering results. - Increased net profits by 5% through detailed labor & expense planning when passenger traffic was experiencing a 12% decrease and Avila’s sales revenues were trending down 7%.- Reduced shrink at cost from 2.2% to an average of 1% over 5 years by holding everyone accountable, tracking every single markdown and / or cycle counts, implementing counter measures and monthly reporting made managers aware of what was being done to control all shrink in their stores.

Hired by HMS Host ( world's largest provider of food, beverage and retail for travelers) to run retail operations for 27 stores with $60 million in annual sales for it's specialty retail, books, and newsstand stores. Responsible for operations with financial responsibility for multi-unit / multi-concept specialty retail locations in the Minneapolis St. Paul Airport. Responsible for training of staff to focus on driving sales as well as to controlling expenses. Part of my focus was teaching my staff how to build sales, control labor and lower expenses. We also provided exceptional customer service while maintaining bottom-line profitability. Additional responsibility included working with both vendors as well as internal visual coordinators to ensure retail outlets were well stocked and visual appealing to the thousands of travelers who pass through the airport each day.

I left grocery store operations to pursue an opportunity and gain experience in multi-unit operations with Dollar Tree Stores. Developed 30-60-90 day turnaround plan to create a culture where staff claimed ownership of their responsibilities, contributed to running efficient, profitable operations, and provided exceptional customer service to our customers. Upon achieving 90 day plan, stores within my region were recognized as models of excellence for the organization.Contributions that impacted the bottom line included:- Minimizing asset protection issues with cash handling in safe.- Implementing efficient labor and inventory replenishment plans to maintain profitable store operations in a high-volume environment.- Training district managers in merchandising, expense controls, inventory control, staffing & training, program execution, safety, facilities management, customer service.I was promoted to lead $300 million operations for 150 locations with managing15 District Managers after successful runs as District Manager and later Market Manager.

- Oversee and directed the entire operation of the store while supporting the company’s mission, vision, and statements. - Budgeting and forecasting of sales, short and long term.- Provided leadership to all store employees.- Conducted regular store meetings with direct reports to review ads, sales plans, store conditions, store promotions, and store performance.- Hiring, promoting, layoffs, interviewing, training, and termination.- Made effective decisions based on experience, research, and utilizing all available resources.

Major responsibilities included:- Managing 50-75 employees.- Hands-on with each department, analyzing product displays and the impact on profit & loss.- Conducting monthly in-house training sessions.

Recruited to be the Store Director in Oklahoma City. Key responsibilities- Managed 75 employees (hiring, day-to-day management and performance evaluations).- Maintaining and designing merchandise displays.- Purchasing product from local and national vendors.- Accountable for profit and loss (P&L) statements.