Delivered numerous objectives designed to stabilize company and position it for future growth. Functioned as a key member of executive, operations, and sales teams. Drove creative development of strategic initiatives. Led team of 30 regular FTEs and up to 60 seasonal team members. Created and implemented scorecards and store visit reporting for field supervisory team. Functioned as a key member of senior staff, with an ability to handle multiple strategic projects simultaneously and deliver desired results on time.• Developed and disseminated store-level budgets. Served as a P&L expert to drive improvements in EBITDA.• Established accurate sales forecasting across a complex forecasting environment.• Increased sales by $2M annually by developing numerous sales initiatives designed to grow business and units per transaction. Drove new business through strong execution of company programs.• Saved $1M annually by bringing hardware replacement program to in-house model.• Reduced field payroll spending by $25M over four-year period by developing store-specific staffing models.• Drove new business through strong execution of company programs. Led cross-functional team to replace WFM system with Kronos. Created operations workbench application to align business to KPIs throughout the organization.• Served on numerous cross-functional teams to execute strategic visions to reinvent college campus bookstore.• Developed high-performing teams, resulting in promotions of 40% of team members to new roles throughout the company.

Created Business Intelligence team. Identified and codified disparate data sources to obtain “one source of truth.” Leveraged Business Intelligence tools (Tableau) to help with data visualizations. Oversaw all data analysis, reporting, and predictive modeling for sales and operations teams, supporting nearly 1,220 locations.• Demonstrated knowledge of P&L and ability to train and present complex concepts in an actionable way. • Developed scorecards for field team and reduced field payroll by 200 basis points.• Created various training and development programs for field leadership teams.

Maintained labor standards, centralized scheduling, and reported on payroll performance versus budget for company stores (more than $1B in annual payroll). Supervised development of all reporting relating to payroll, scheduling, and special projects. Supported reorganization of store job structure and spearheaded efforts to improve customer checkout experience. Liaised regularly with executive leadership.• Implemented and maintained automated scheduling system, relying on labor standards and proper labor history.• Demonstrated expert familiarity with Red Prairie software, Hyperion, and PeopleSoft.

Joined the company as a District Manager, with responsibility for two accounts (20 stores) that Footstar operated as leased footwear departments. Developed high-performing teams and operated very profitable locations. • Became Account Owner for Gordmans stores (50 locations). Supervised two District Managers. • Promoted to the corporate office, where I focused on labor and expense control. Updated the Store Standards Guide. • Responsible for the Account Management Team for slip-resistant footwear products.

Responsible for 20 stores, with average sales in excess of $1 million. Most of the stores for which I was responsible were located in urban areas. Focused on the in-store experience for the customer, with significant increases in items per transaction and conversion rates.• A strong emphasis on driving performance against KPIs.• Looked upon as a leader among other District Managers.• Three Store Managers that I hired were later promoted to District Managers.