After 29 years of retail experience, I am now the Market Operations Manger for Kansas City, Des Moines, Omaha and Wichita. Home Delivery with set up and connect.

Lead 86 associate across 8 teams in operating a 10 million dollar store obtaining top tier profitability, growth, & member feedback ranking 24th out of 845 full line stores nationwide on Location Balance Scorecard for fiscal year 2015. Proven track record for providing disciplined leadership including setting clear expectations & holding the team accountable for results.Provides first person coaching & leadership on weekly action plans, weekly walks, and member satisfaction surveys/interactions.

Successfully lead 120 associates in a 20 million store. Provided disciplined leadership including setting clear expectations and holding the team accountable for results.Selected, developed, and managed performance of individuals & teams, measures by performance reports/scorecards/dashboards. Recruited, hired & on boarded store staff. Executed business plan consistently across all departments & provided ongoing fact based feedback.

Created a culture of winning. Built a team of high performing managers and associates who strive to execute all given store processes.Proven consistent top performer on the Location Balanced Scorecard, finishing 2nd in District. Solid expense control, consistent execution of planograms, resets, signing and clearance pricing accuracy. Finished year to date customer satisfaction score 72.5%, Store Star rating of 87.7%.Consistently out performed metric expectations. Fiscal Year 2013, Protection Agreements + 2.11% over parity / 65th in Region with 46% participation rate, Credit + 108.90% to goal, Accessories + 52.37% attachment rate equaling 30th in the Nation.

Executed operational discipline limiting total variable cost to 91.78% to plan resulting in a merchandise profit of 97.48% to plan.Managed team focus on daily operational disciplines resulting in a DDC placement of 2nd in District and 28th in the Region out of 112.Continued improvement of customer satisfaction scores through staffing, coaching and improved focus on customer experience. Finished 2nd in District on full line store customer satisfaction comparison report YTD.

Provided steady leadership in seamless transition of In-store marketing team to ISS.Managed monthly tasks, daily task sheets, with follow up ensuring pricing and data integrity.Facilitated training and oversight necessary for transition of signing responsibilities back to appliance sales team.

Restructured in-store marketing team lead responsibilities, emphasizing level of departmental ownership ensuring effective monthly action plan execution.Required in-store marketing leads to consistently execute monthly action plan in a proactive manner completing tasks prior to scheduled completion date. Averaging task completion one week prior to schedule.

Delivered 101 basis point improvement on profit including credit income by controlling total variable cost to 94.65% to plan.Coordinated with property management, three construction companies, Sears regional and district staff, and Sears construction to facilitate and administer 21 months of construction necessitated by Nisqually earthquake of February, 2001.

Enacted disciplined approach toward managing daily activities that affected various costs resulting in an improvement from 16th to 4th place in the District per DDC report.Assumed strong central leadership role of the store during six – week absence of Store General Manager, delivering seamless transition period.Facility manager for largest store in district by square foot.

Managed operations of Executive Trainee Program, Northwest Campus, with responsibility for financial performance.Trained, mentored, and coached Executive Trainees in coordination with Store Manager to achieve a skill level that resulted in a high performance team member, and future Sears executive.Provided training for Executive Trainees and field management, and additional Sears University courses.

Facilitated the field’s transformation from a manual labor scheduling system to an automated labor scheduling system.Established, organized and trained 98 STARS District Trainers. Developed in conjunction with the Point of Sale team, coaching report that measured associates sales performance against STARS goals.