Manage strategic business development, sales strategies, program development, customer service, financial management, employee management, and marketing. Increased program retention by 300% from 3 to 9 months by evaluating membership strategy and introducing seasonal membership model; this model increased membership accounts by 171% and increased total percentage of revenue to 3% of gross.Maintained a controllable profit margin of 85% by monthly analysis and review of operation workflow process, labor grid management, and energy cost control practices.Increased gross sales by 12%, from $2.3 million to $2.6 million by implementing best practice models with sales team to maximize product mix offerings.Increased and achieved 80-90% KPI performance in key revenue generating areas by developing and implementing operational and strategic tactics that measured daily productivity of team members.Successfully aligned a team of 4 managers and 20 employees with company customer service PERFIC program and maintained a high level of service which resulted in a rating of 85-90% NPS & OSAT.Service of 80,000 guests in an 18-month period and increase overall store performance from 12th to 5th ranking out of 44 stores nationwide by measuring key performance criteria of revenue, and staff metrics.

General manager responsible for strategic business development, management of 25 employees, sales strategies, marketing, customer service, and financial management.Increased gross sales by 535%, from $189,00 to $1,200,000 during three-year span by developing a customer management system and implementing a sales strategy which allowed sales managers to decrease response time from 24-48 hours to less than 30 minutes, and increased sales conversion rate from 28% to 55%.Increased membership retention by 233% from 3 months to 10 months by evaluating membership strategy and introducing monthly membership model; this membership model increased membership accounts by 149% from 90 to 224 memberships in 6-month span. Decreased variable cost by 12% in a 2-month span that saved $160,000 over a 3 year-span by evaluating business processes, modernizing technology, and monitoring variable & fixed labor cost; this provided department managers the tools to track, forecast, and reduced monthly expenses.

General Manager responsible for day to day operations of a multi-unit business with a $1,000,000 operating budget that included: P&L responsibility, budgetary control, marketing strategy, staffing, scheduling, advertising, and facility management. Reinforced labor Management systems to achieve labor spend goals and decrease labor spend by 12%.Restructured retail merchandise display to increase profitability of sales by 30%.

General Manager responsible for multi-unit business model with 15,000 contracted events, $10,000,000 in revenue, 30 to 50-part time and seasonal employees, daily operations, payroll, P & L management, in house marketing, scheduling, annual events, facility maintenance, and inventory.Increased gross revenue in 2009 by 9% to $1,800,000, and %11 in 2010 to $2,000,000 by introducing a new all-inclusive package, annual public events, and new establishing customer service practices.Decreased overhead cost by 5-7% by reevaluating purchase history, controlled inventory, negotiated vendor contracts, and controlled labor spend.Successfully aligned 30 to 50 employees with company customer service STAR* program and maintained a high-level of service which resulted in a rating of 93 -95% and a top 5 award out of 250 stores nationwide.