Took over an underperforming district of 16 stores and have opened one new store since taking over. District is currently number one in the Region YTD in percent sales increase and based on the performance matrix that the company uses, I moved the district from last in the region to the number two position ytd. Received an award from the Divisional Vice President for being number 2 in the division out of 124 district managers with the best improvement in store manager turnover. I have interviewed and trained 8 new store managers since taking over this troubled district.

Hired as a District Manager in Training and as part of my training I was assigned to a broken store and challenged with getting it fixed. I was able to do this in a short period of time and increased sales such that the store received its first quarterly bonus in two years. I left this position to pursue a District Manager position with Dollar General.

I have taken over an 85,000 square foot store loaded with opportunities for improvement. I have accepted this challenge and look forward to the chance to build my softlines experience. My first month there the store realized a comp sales increase. The first in a while I am told. In the month of November the store had the highest percent increase to plan in the entire region and I was one of only two stores in the region that received money for the sales contest that was going on at that time. In FY2011 my store is one of the few in the Territory of 120+ stores that is showing a Comp sales increase for the year, (2%), and also one of the few stores that is exceeding plan for the year, (+6%).One of the areas I am already working on is changing the customer service culture in the store to a more customer centric approach whereby I am instilling into the entire organization that, "Our business is customer service, we just happen to sell clothes." Our customer service scores are already beginning to show improvement.

Promoted to head the Maryland District. Designated as an underperforming district. Turned district around so that sales were up 6.16% and net profit was up 16% over the previous fiscal year. Had all stores passing their audits and reduced customer complaints by 20%. VP of Retail Operations noted a visible improvement in the district. Took over the New Jersey District and opened up four new stores in the market in a 12 month period of time.

Assigned as Store Manager of an underperforming store. In three months I was able to get the store off of the company’s delinquent list. Store had never passed an audit in the year and a half that it had been opened. Three months after taking over the audit score improved from a 78 to a 91 and the store achieved its first passing score. First inventory shrink was a .27% compared to a 2.3% on the previous one. Store experienced comp sales increases. In addition, the store had zero customer complaints.

Took under-performing store and turned it around to where the store achieved double digit comp increases the last four months of the year. This was accomplished through proper merchandising and inventory control. Implemented aggressive inventory control procedures that reduced shrink from 1.25% to .3%. Store was complaint-free for 15months prior to my transfer to New Jersey and store remained complaint free after I left. One of only two stores in the district that achieved the company set goal for Loss Prevention inspections. Transferred to New Jersey to open a new store. Responsible for staffing the entire store and fully merchandising all counters to meet the deadline set to open the store.Assistant manager 3/97 - 5/98Store Manager 5/98 - 6/2000

I was used as a trouble shooter to go and clean up other Service Merchandise stores in the area. I was the merchandising assistant at the stores I cleaned up.

Completed my four year degree and while there served as the Commander of the United States Naval Academy Silent Drill Team.

Served as Squadron Legal Officer and qualified as a P-3 Navigator, TACCO and Mission Commander.