As a Nike Head Coach, my mission is to bring Nike to life for our consumers. I am accountable for developing both leaders and athletes within a high profile/volume store to successfully implement Nike’s programs and premium consumer experience(s) in order to drive business results.I am a top-tier retail leader with a successful track record for building a dynamic large volume store in a fast-paced environment, with high-visibility and potential brand impact. I have the ability to build inclusive, diverse teams through hiring, professional development, ongoing training, and consistent accountability. As a leader I have the skillset to identify technical, operational, and organizational roadblocks and seek partnership to resolve them promptly. I will lead, value, and inspire teams to prioritize customer service and deliver the Nike experience to our consumers. I possess a strong connection to our local community. As an elevated leader, I will directly lead all levels from Assistant Store Manager to Sales Associate. I drive Store Operations and Brand Initiatives including P/L statements, labor management, expenses, activations, and programs. I am tasked with coordinating all the Team and Business results (critical metrics) of the store.I will lead people, store operations, and store environment to exceed sales, service, organization, customer satisfaction, and profitability goals while maintaining safety and operational standards. I am responsible for communication and delivery of rewards and recognition of the store team. I build succession plans and effectively handle performance and corrective action processes to drive People Strategy planning. I believe PEOPLE matter.As the Head Coach, I provide support to the Retail District Director to develop long term strategies for store growth and opportunity. I work closely with District Partners to maintain safety standards, compliance, loss prevention practices and facilities management.

As a NIKE DTC Assistant Head Coach of Service, I deliver world-class consumer experience by supporting and citing the team for one mission which is to help the consumer explore their potential with Nike. I train and work closely with incredible people to create a brand passionate team. In this role I motivate the team by focusing on what maters and celebrate wins, big and small, along the way. I have the opportunity to give an seek feedback to help the team succeed by owning their careers at Nike. I learn how to put the right person on the right work, always leading team first.Living and breathing the Nike ethos I and my team deliver transformational experiences - whether that's driving and inspiring a consumer on their first run or helping my team above and beyond to deliver for the consumer's unique needs. I play a critical role in ensuring the success of the team, the business, and the brand. I'm a part of a leadership team that make nike the #1 Sports Brand in the World."THE WORLD IS COMING & WHEN THE WORLD IS COMING YOU HAVE TO PREPARE... YOU HAVE TO TRAIN & WHEN YOU TRAIN YOU ARE VICTORIOUS." - Shelly-Ann Fraser-Pryce

FLAGSHIP STORE DIRECTOR Mar 2013 – May 2016Gap – Lincoln Road, Miami – 26,000 square feet – 125 employees – $12.7M in salesTurned around one of the company’s 10 global flagship stores, a 2-level store that includes adult, body, kids & baby. This location was in disarray prior to arrival – sales and key metrics were down by double-digits, it was understaffed with 4 open leadership positions, and it had recently failed the store compliance audit. Rebuilt and continue to lead a team of 9 managers, 5 leads, and 111 associates – the highest number of direct reports in the entire region.• Drove sales from $7.7M to $12.7M – improved from 2nd to 1st in the district (18 stores) and region (up to 177 stores), and from 14th to 6th overall in the entire company (800 stores).• Ranked 1st in the Southeast Region for annual sales growth in 2015 (top 10 every year). Ranked in the top 3 in the district for sales vs. plan in 2015 (this district ranked 10th out of 18 prior to arrival).• Drove the average sale from 8th to 1st in the district and 17th to 4th in the region. Ranked in the top 10 in the region for conversion growth and average units-per-transaction (improved from 57th).• Drove customer satisfaction scores from 63% to 84% – ranked in the top 3 in the district and top 2 out of 10 flagship stores in the company (this store ranked 13th in the district prior to arrival).• Ranked 1st in the Southeast Region for shrink reduction in 2015 – lowered shrink from 2.1% to 1.04% over 3 years. Drove monthly internal audit scores from 75% to 96%. Passed every annual compliance audit.• Piloted and streamlined a new customer service model that rolled out company-wide in 2016. Developed a back-of-house organizational system that rolled out company-wide in 2014.• Tested and reviewed the men’s Gap Fit category before a company-wide rollout in 2015 – currently rank 1st in the entire company in sales of this key product category.

DISTRICT VISUAL MANAGER Jan 2011 – Mar 2013Gap – 27 stores in Miami and Palm Beach – $127M in salesPromoted to oversee every aspect of visual merchandising and presentation in 2 top-tier markets. Fully accountable for creating visual plans, executing visual directives, conducting store audits, monitoring standards, and coordinating visual communications. Provided direction, guidance, and support to 81 general managers and other managers.• Planned and facilitated monthly training classes on everything from visual standards to styling, story-telling, windows, and in-season management – these markets lacked consistent, effective training prior to arrival.• Achieved significant improvement in visual standards, particularly in 15 top stores, which helped drive sales in the Miami market from 5th to 2nd and the Palm Beach market from 6th to 4th in the Southeast Region.• Created global resolutions that addressed store architecture, fixture packet, store tier, and product category issues while directing the in-season field visual team for Gap North America.• Contributed to the setup and opening of 7 new stores (including 3 in the Miami market) and 6 full remodels.• Participated in the development of visual skill cards that were rolled out to all Gap stores in North America.• Selected by the field visual director for Gap North America to lead the women’s holiday floor set at HQ.

STRETCH ASSIGNMENTAs the Field Visual Merchandising Coordinator for Mexico I ensured the integrity of Gap Brand through consistent execution of merchandising direction within Mexico. Exercised independent judgment and discretion in developing strategies to uphold the visual merchandising standard within the Market. As the FVMC of Mexico took accountability for product and presentation direction; identifies needs, develops plans and follows up to ensure effective execution.

SENIOR GENERAL MANAGER Feb 2007 – Jan 2011Gap Kids & Baby – Aventura – 7800 square feet – 85 employees – $10M in salesPromoted to turn around a higher-volume “junior flagship” store that was declining in sales (-17% upon arrival) and virtually every performance metric, particularly conversion (-19%). This location had no structure and was suffering from weak leadership and low morale. Rebuilt, developed, and led a team of 6 managers and 79 associates.• Drove sales from $6.4M to $10M – improved from 34th to 3rd in the entire company (800 stores) for baby and 5th for kids. Elevated the store from 5th to 1st in the district (13 stores).• Ranked 1st in the district and top 10 in the entire company for sales vs. budget by the final year (117%) – this store ranked 7th in the district prior to arrival. Surpassed the sales plan every year by 5-8%. • Ranked 1st in the Southeast Region (164 stores) for comp sales growth in the final year with a 19% increase over the previous year. Increased sales every year, averaging +9%.• Ranked 1st in the Southeast Region for customer conversion growth in the final year (this store ranked 50th prior to arrival). Drove the conversion rate to 33.6% by 2012. • Ranked 1st in the entire company for shrink results in the final year with just 0.09% – won a loss prevention award. Outperformed the district, region, and company every year since 2009.• Appointed field visual merchandising coordinator for all franchise locations in Mexico in a 9-month stretch assignment. Ensured the integrity of Gap brand standards across the country.• Developed and promoted 14 individuals to higher levels including an assistant general manager to general manager and 3 assistant managers to assistant general manager.• Trained 12 general managers and assistant general managers in the district as the district trainer. Recruited and interviewed 200+ potential candidates as the district talent manager.