General and Marketing Manager for 2 self-storage facilities, along with several commercial property locations in the New Orleans Metro area.

Store leader of a high sales volume, retail beverage/ food service store, located in the New Orleans area. Recruiting, training, coaching, performance feedback/reviews, goal setting, problem solving, merchandising, creative marketing, implementing and auditing safety and health code standards, aggressive planning for organizational priorities, high inventory turn management, community involvement activities, along with being a positive district team leader is all part of the daily skills which must be exhibited at Starbucks. Throughout 2010-11 calendar year, store location has been the top gross performer in the district and has earned monthly and quarterly awards for meeting promotional goals, employee turnover, and customer service targets.

District Manager for a team of Retail Sales and Service Providers, operating in the grocery distribution industry, and accountable for the overall Sales and Service performance of a regional team. This includes the sale of specialty food, health/beauty care, and general merchandise items to chain and independent grocery stores located in Southeast Louisiana and Gulf Coast Mississippi area. Detail-oriented account management skills, executing merchandise plans, delivering excellent customer satisfaction, and increasing sales for the customer and Millbrook are daily requirements in this assertive leadership position. In-store promotions, inventory monitoring and evaluation, trust-driven ordering responsibilities, and shelf/section maintenance are key aspects driven when developing and managing a diverse team of employees. To successfully improve our district profitability, key strategies such as implementing expense control measures, reviewing pricing procedures, along with driving new account development, are always used with Associated Grocers and Albertson’s store accounts.

Director for service manager and reset teams operating within 4 departments of 31 Lowe’s Home Improvement Stores located in LA, MS, AL, and FL. Liaison between Lowe’s Home Improvement, vendor-partner companies, and NVS corporate headquarters, which required constant communication, consistent supervisory skills, and informative ongoing training to deliver satisfactory results to all parties. Execution and completion of marketing functions within specific departments, monitoring project completions and service manager team performance, while strengthening business relationships with each Lowe’s store management team. Tremendous improvement achieved in overall service performance of the district by recruitment of talented managers and field training in a post-Katrina challenged environment.

Professional territory representative overseeing all sales and business development functions in the Baton Rouge/New Orleans market. Key account management, customer relationship development, pricing and account collection, negotiations, order fulfillment, lead generation, and product introductions/training were performed daily. Sales budgets achieved in 2004 and 2005.

Business manager for 12 ICI Paint retail stores operating in 8 different Gulf Coast markets located in South Louisiana, Mississippi, South Alabama, and the panhandle of Florida. Operational leader of a district which included 61 total employees,12 store managers and 9 sales representatives. Active daily participation required in working with store teams including implementing training, and inspecting for service, sales, and profit improvement opportunities. Areas of major focus and accountability included: Expense controls, Margin/Pricing, Working Capital (Receivables and Inventory), Physical Inventory results, Freight Management, Customer Service, Store Marketing initiatives, Recruiting/Staffing, Real Estate/Lease, Loss Prevention/Auditing, along with fulfilling all S.H.E. (Safety, Health, and Environmental) commitments.Key Accomplishments:• Dramatic improvement in net profit realized for the district in 2002, despite a challenging economy faced by the industry, by implementing expense control initiatives and specific market operational planning.• Implemented focused inventory management training for all employees in the district and intensified accountability in this area for 2002.Awards received: Gold Bell Ringer national award (Return on Branch Assets of greater than 50%).Training courses completed: The Professional Edge, The Leading Edge, Kaizen 5S training and field implementation