Since 2012 and up until the spring of 2020, when Modell’s closed its doors (the pandemic was the precipitating factor), I held several positions related to business development, community marketing, and public relations. During those 7.5 years, I led the strategy to identify opportunities, strategically plan, and bring to fruition grassroots marketing and public relations initiatives to drive business to as many as 155 stores in the Northeast and Mid-Atlantic, as well as increase e-commerce and omnichannel revenue. I oversaw and allocated a $3M budget to accomplish more than 1,000 regional marketing campaigns annually, and I tracked the success of those campaigns and adjusted marketing dollars to ensure ROI. I analyzed company sales as well as competitive marketing practices and wrote quarterly sales reports, SWOT reports, and account retention reports. Another aspect of my job was managing partnerships with professional sports franchises—NY Yankees, NY Giants, NY Jets, NY Islanders, and Brooklyn Nets. I negotiated fees for in-stadium space for Modell’s employees to engage with fans and provide incentives for purchases at Modell’s. I also secured professional athletes and celebrities for in-store marketing events as well as Modell-sponsored community events. In addition to professional franchises, I also pursued and delivered co-marketing events with major brands, including Nike, Adidas, and Panini. Furthermore, I championed group sales by pursuing business with youth sports organizations across Long Island and Queens. This activity delivered a 36% increase in the sales of sports gear, customized uniforms, and other apparel.My leadership skills include managing employees—hiring training, evaluating, and directing the efforts of 14 marketing coordinators.CONTINUED BELOW ▼

CONTINUED FROM ABOVE Judiciously, I leveraged community involvement to bolster public relations efforts. I created highly-viewed social media content and launched messaging on Twitter, Instagram, and YouTube. I also originated novel customer acquisition strategies, such as securing marketing opportunities with NY-based organizations with large rosters of members. This initiative exceeded expectations, generating 20,000+ new customers with minimal acquisition costs. Mobile retail was an exciting part of my job as I assisted in the development and finetuning of this effort at sporting venues, fairs, and community 5K and 10-mile runs. Execution was accomplished by pop-up shops, trailer shops, and the use of tablets for POS. For events, I hired vendors (videographers, photographers, and some security professionals) and arranged all event logistics (transportation and refreshments).

During my time as a Store Manager, I led some projects that were typical of a District Retail Manager. For example, I spearheaded the grand openings of four stores, including merchandising, inventory, staffing, and training for operational procedures and sales techniques. I also developed standard operating procedures (SOPs) for in-store events across the entire region. I generated business insights and analyzed and acted upon store P&L metrics, reviewing sales volumes against historical information and revenue goals. I assessed key performance indicators (KPIs), including overall sales, sales by product category, sales by SKU, sales by associate, profitability, inventory, and expenses. I also drilled down into sales metrics pertaining to the loyalty program.Additional deliverables I contributed included:►Reducing store shrink by 30% in 12 months and maintaining decreases with stringent loss prevention efforts. ►Ensuring excellence in merchandising in accordance with visual team’s seasonal planograms. ►Improving omnichannel fulfillment by training associates for omnichannel opportunities. ►Hiring, training, and managing the performance of all store associates and the assistant store manager. I promoted achievers and terminated underperformers. I also reduced employee attrition and increased customer satisfaction by inspiring a workplace culture that was supportive and pleasant.