Indianapolis, Indiana (80,000 square feet, 2 floors, 65-100 employees, $12M in sales)Promoted to turn around a high-profile $12M flagship store after just 10 months with the company in a $6M location. This store was severely understaffed and consistently underperforming prior to arrival. Sales were down more than 10%, every performance metric ranked in the bottom quartile, 15 out of 16 full-time associate positions were vacant, and each supervisor position was open. Built, developed, and lead an extremely talented and dedicated team (including 3 assistant store managers) in the highest-volume and only multi-level store in the entire region.Quickly reversed a double-digit sales decline and drove the store to 98% of the sales plan by the end of 2016.Consistently ranked 1st in the region (20 stores) and top 10% in the company (590+ stores) for sales volume.Increased customer satisfaction survey scores by 6 percentage points – improved from 57% to 63%.Recruited 2 new assistant store managers from other retailers; promoted 6 top associates to supervisor roles.Selected as the first store in the region to implement mobile POS – participated in the regional rollout.Selected by the RVP to participate in content design for leadership training & development programs.Continued to represent the 20-store region on the company’s Inclusion & Diversity Committee.Selected to participate in an exclusive leadership development program for high-potential store managers.

Peoria, Illinois (60,000 square feet, 40-65 employees, $6M in sales)Recruited to Burlington to turn around an underperforming store that had been struggling with ineffective leadership, declining sales, poor engagement, and weak merchandising standards. This location ranked in the bottom quartile on the overall performance scorecard (combined overall metrics) prior to arrival.Quickly reversed the decline and drove the store from 92% to 99% of plan between Oct 2015 and Jan 2016.Rated as “consistently exceeds expectations” for driving sales and key performance metrics in the store.Revamped the store layout – reduced the sales floor by 10K sq feet and increased sales per sq foot by 18%.Drove overall customer satisfaction to a remarkable 106% of goal – top 3 in the entire region (20 stores).Achieved 124% satisfaction for checkout speed and 116% for friendliness on customer surveys.Rated a perfect 5 out of 5 for customer satisfaction on the performance review – the highest possible level.Ranked 1st in the region for all POS initiatives including checkout speed, fundraising, and data collection.Awarded the 2nd highest store manager effectiveness score on employee surveys in the entire region.Recruited and hired 3 high-potential assistant managers, including one who advanced to store manager.Awarded HR “Store Manager of the Quarter” out of 150 in the territory for top results in all HR metrics.Appointed workload planning captain for the region – led all 20 stores in forecasting staffing requirements.Drove loss prevention audit scores to 96% and 98% – the top 2 audit scores in the region in 2016.Lowered inventory shrink from 2.24% to 2%, surpassing the company’s expectation for shrink improvement.Selected to track, monitor, and champion all charitable fundraising efforts in the region. Selected to represent the region on the company’s Inclusion & Diversity Committee.

Peoria, Illinois (120,000 square feet, 2 floors, 120 employees, $12.5M in sales)Promoted to turn around a larger and higher-volume location after only 5 months as a store manager with JC Penney. This store had been in a steady decline for many years, dropping from $20M to $12M in annual sales, and there were opportunities for improvement in virtually every area. Led a team of 4 salaried managers and 6 area supervisors.Increased total store sales from $12M to $12.5M – consistently ranked in the top 3 in the district (22 stores).Surpassed sales expectations each year – achieved 106% of the sales plan, easily outperforming the district.Generated extraordinary increases in key departments such as furniture, windows, Sephora, and salon.Drove furniture to 1st in the district with an astonishing +51.2% improvement over LY.Ranked 2nd in the district for window treatments with a remarkable +41.6% improvement over LY.Drove customer credit results from 21st to 2nd in the district – improved from 54% to 110% of goal.Drove customer satisfaction scores to the top quartile in the entire company – beat the district by 8 points.Strengthened loss prevention controls and inventory processes and lowered shrink from 3.34% to 2.98%.Identified, developed, and promoted a high-potential assistant store manager to a store manager position.Promoted a very talented assistant store manager internally; recruited 2 other assistant managers externally.Appointed training captain for the district-wide launch of a new time & attendance scheduling program.Rated as a “role model” on the performance review – recognized for outstanding courage and determination.

Austintown, Ohio (60 employees, $7.9M in sales)Briefly managed a store in Austintown after a promotion from assistant store manager before moving on to Peoria.Achieved considerable improvement in a short time, resulting in a quick promotion to a higher-volume store.ASSISTANT STORE MANAGER Dec 2008 – Jun 20134 locations in Northeast Ohio (up to 70 employees and $18M in sales)Promoted 4 times to higher-volume locations based on outstanding results. Provided comprehensive support to the general manager in each location while directly overseeing every aspect of human resources including hiring, training, employee relations, performance management, progressive discipline, turnover/retention, and succession planning.Achieved substantial improvement in sales, profit, efficiency, engagement, and retention in every location.Selected to on-board, train, develop, and mentor newly hired and promoted assistant store managers.Rated as “consistently exceeds expectations” or “on target” on all performance evaluations.

5 locations in Northeast Ohio (up to 60 employees and $18M in sales)Managed 5 different stores over the 10 years with Circuit City, advancing from a $4M store to an $18M location.Consistently surpassed expectations in every store, generating year-over-year comp sales growth of 10-25%.Awarded “Leader of Distinction” 3 straight years as one of the top 50 leaders in the company (600+ stores).Appointed training partner and human resources captain for the entire district (20 stores).