As a leader at Empower Brands, I was tasked with turning around a company within their portfolio that had been franchising since 1995, had inconsistent leadership, and lacked hitting industry growth metrics. • Had a successful sale of the company within 15 months of taking it over. • Grew topline revenue 7.5%, while reducing SG&A to grow operating income by 22%.• Restructured the team to drive a team focused on execution.• Reduced vendor spending and provided better oversight and effectiveness.• Repositioned the brand and elevated the look and feel of the business. • Reestablished business operations to help streamline various processes to drive efficiencies and establish stronger best practice.

Integral to the continuous growth of the privately held billion-dollar company, primarily by directing the division focused on new business development, enhancing brand equity. Established KPI objectives for the sales and marketing team, vital to accurately tracking and achieving goals. Conceptualize, launch, oversee, and adjust innovative sales and marketing strategies which includes the integration of leveraging new technologies to enhance content and messaging while reaching new and growing target audiences. For sales and marketing team performance to meet and surpass goals, I manage the high-achieving team after having secured talent, and continuously reinforcing best practices and a culture in which personnel maximizes their potential. • Built and shaped the cost-effective vendor-based team that regularly manages multiple projects and exceeded goals and forecasts.• Introduce weekly KPIs focused on lead generation and conversion across all aspects and business categories.• To date, assumed control of the new categories, Commercial and Residential Sales, and with new initiatives and thriving work culture in place, the team has overcome years of stagnant performance.• Through dedicated development, the new sales and marketing team has become self-sufficient with proper weekly reporting to reach yearly plans.• Presently launching a new corporate website, continuously developing the PR team after having built it, and managing the development of the new corporate voice and strategy that is rejuvenating the brand and enhancing the position of the business.

To date, I have been imperative to transforming the multiple location underperforming business into a company with high yielding operating profit performance. Turning around the company involves overhauling the infrastructure and corresponding business units and strategies, as I provide cohesion and efficiencies in all locations, increasing sustainability and profitability. Through performance assessments, I recognize output and quality issues and integrate solutions that ensure company services meet customer demands. Spearhead marketing and advertising campaigns that introduce the brand to new audiences, with strategic messaging also driving existing client retention. I removed underperforming and non-essential entities, businesses, and personnel from executives to lower-level staff across all locations, critical to minimizing costs and re-allocating resources to revenue-generating areas with high profits. • A visionary mindset and a mastery of effective business practices have resulted in operating profit increases of 27.8%, the highest performance since 2016.• During the COVID-19 pandemic, capitalized on opportunities to maximize revenue by leasing unused location square footage, which brought in steady revenue until regular business returned to pre-Covid numbers.• Introduce new lead progression paths across all revenue categories, driving increased new membership rates.• To support new membership efforts, implemented the current CRM platform that has streamlined all processes.• Overhauled the existing app and built a retail site, elevating company-specific apparel volume and revenue performance.• To date, eliminated two CCOs, shut down a non-performing business, furloughed 450 personnel due to a government-mandated shutdown and brought back key employees, and renegotiated employee salaries and bonuses following reopening due to COVID-19, all of which have reduced expenses.

President of CycleBar Franchising. I was instrumental in growing this brand from 4 to 250 locations before selling it to a prominent PE Firm. Hired, taught and led the team operations team which was responsible for all franchisee aspects. Worked directly with new franchisee owners to train and onboard their teams. Instrumental in the sales and operations process. • I was crucial to the growth of the $255MM global business via new franchising opportunities, with 125 locations having been opened in two years.• Contributed to the sale to TPG Growth Division within 30 months of launching the CycleBar brand, with private financing having been necessary for the immediate and long-range success of the company.• Led staffing and culture setting efforts, with employee growth having increased from 8 to 63, with the environment allowing for all to thrive.• Led and managed most franchisee needs such as training which included mentoring franchisees through various stages including onboarding, operations, opening, launch, and anniversary of the business.

Drove strategic direction and execution of turn around for a $46 MM global business. Scope included design, merchandising, sales, and reporting to the Board of Directors regarding investment and strategy buy in. • Oversaw the global division within the $40MM revenue-generating business and turned around the entity as the newly introduced LRP aligned with company goals.• Guided and developed international and domestic teams with leadership vital to the global division breaking even in 2013, after the division had lost $7MM in 2011, and went on to reach or surpass yearly net sales, profit, dilution, and inventory targets.• Refocused DKI corporate advertising which rejuvenated Hanesbrands and Maidenform.• Through the launch of branding pages, strategic marketing initiatives, and supporting e-commerce shoots that created brand consistency and stimulated e-commerce growth and sustainability.• International efforts were responsible for 35% of the total business.

At CK Jeans, turned around the retail business from a down double digit trend and improved sales by more than 10% by adding new products into the replenishment business and increased promotional activity to help offset tough business environment. Ended the season about flat in QR sales to LY with AUR -1%.•Received an additional $2 million dollars in retail sales after negotiating by door sales potential.•Gained distribution in two divisions of Dillard’s within the first 3 month which resulted in an additional $250k in revenue.At Chaps, met and achieved division operating profit +14.9% and net sales projections +8%.•Drove growth in the sweater business by focusing on a new program resulting in 19% increased sales over previous year and $2.2 million dollars retail revenue.•Enhanced lead table programs through more diversified product offerings and adding more fashion skus and increased sales by 47% versus last year and $3.7 million dollars in retail sales.•Booked 2011 full year +10% in midtier dept stores.•Managed strategy and negotiations with off-price accounts to keep margin rate flat on -16.5% sales

Developed brand strategies for multiple private label branded exclusives through from product direction, assortment strategy, brand pricing and positioning analysis, merchandising plans, and account driven assortments.•Increased profit in the Target business by 13% and increased top line sales increase by 24% from 2009 to 2010.

Business launched at $7 mm in 300 doors- within 3 years tripled business and gained significant distribution (500+ drs). Grew it to a $30 million dollar brand.•Developed in store programs- i.e. fixturing program and merchandising services for retailers, planograms, and shop concepts.•Responsible for launching a new sales division by gaining new distribution and developing sales strategies for Calvin Klein, Ghurka, Isaac, Tahari and Karl Lagerfeld.•Evaluate, manage, and advise of brand and category management. If necessary, exit low margin business.Develop p&l and business plans by category and by account, both seasonal and yearly, through bottoms up planning. •Focus on account profitabity by managing and negotiating loss on revenue. Monitor the budgets on monthly/ quarterly basis.•Responsible for merchandising and planning of the line. Helped coin vertical merchandising strategy.•Assist in advising and evaluating new business/licensing opportunities with President and CEO of company.

Launched 3 new brands and built new team for the Leather Handbag Division.

Drove merchandising and sales strategies for 3 private label brands, within all categories of fashion accessories (Jewelry, Handbags, Small Leather Goods, Hats, Belts, Scarves, and Socks).

At Playtex , I was responsible for the launch of new Full Figure Brand- from start to finish- sell in, sku projections by style/color, presentation requirements, worked with production and forecasting on timing and researching launch incentives.•Within six months, increased Ames revenue by $350k by redistributing door allocation based on brand volume.At Ralph Lauren, I increased revenue by an average of 38% from Fiscal Year 00 by implementing new merchandising strategies, assortment refinements, and in store merchandising to increase sales and profitability.•Presented recommendations for a new product development, timing of deliveries, identified the monthly style flow, which in turn helped to improve inventory control and pipe fill rates.

Responsible for $4 mm dollar business and assist in overseeing a $15 mm dollar business. •Exceeded sales, gross margin, and purchase markup plans.