•Worked with local retailer to test adding productivity metrics to include staffing, conversion, UPT, avg. cart value, improving retailers performance by 15% YOY sales for six month period tested. Metrics were placed on retailers KPI reports to be tracked daily•Consulted with retail software company to come up with analytical software for local retailer in order to track traffic, conversion, UPT, scheduling needs vs. staffing levels, and sales performance against metrics•Created Omni-Channel strategy for local retailer to include BOPIS, Ship from Store, Ship to Store, and Find It Service•Consulted to design and build infrastructure for Omni-Channel initiative with retail software company•Provided consultation to 2 local hair salons to improve sales, client retention, stylist retention, and setup of stations. Resulting improvement of salon performance was +10% and +20% YOY sales, improvement of Retail Sales by 25% in both salons, increases in client retention by 150%, and stylist retention improved by 7% and 5%•Cooperated with other project partners to develop system analysis and new system design based on client specifications•Consulted with long-term, new and prospective customers to understand needs and propose ideal solutions•Recorded and reported job-related activities, findings, discrepancies, and decisions

•Created EFFY Fine Jewelry Event Strategy, resulting in 40% improvement in company performance. Overall sales results improved by $1.5 million dollars.•Executed 14 Door LXR Strategy to introduce and drive sales of high end designer handbags and accessories for an increase of $1 million in sales for the company.•Created and implemented Furniture Gallery Strategy in order to improve performance. Results improved sales performance by 10%, eliminated turnover, and improved special order business penetration.•Strengthened company's business by leading implementation of Private Label Credit Card Strategy, resulting in 5% improvement to account acquisition.•Company liaison to Alliance Data, duties included partnering for strategic plans, motivation techniques, and tools to use to improve engagement with Private Label Credit Card. •Routinely provide feedback to Executive Committee to include CEO, President, EVP's, and Board of Directors. •Developing high potential VP Regional Store Directors and store managers through monthly interaction and stretch assignments.•Improved talent in Territory by creating a recruiting strategy to attract top talent and created development plans to improve leadership among store managers and ASM's. •Manage a Territory of 400 salaried managers and over 15,000 hourly associates.

•Responsible for largest volume Region in company consisting of 20 stores in Chicago and Detroit and $400 million in sales.•Achieved the best sales performance, credit application performance, and KPI performance in the company in 2014 and 2015.•Developed 2 store managers to become promoted to VP Regional Store Directors.•Upgraded Store Manager, ASM, and Sales Manager Talent through recruiting, development, and coaching.•Accountable for key vendor relations in company resulting in hundreds of millions of dollars in sales increases for company. •Achieved the best sales increase in the company in 2012 and 2013.•Achieved the best credit performance to last year and plan in the company for 2012 and 2013.•Region had the highest charge penetration and lowest apps per hours worked in the company for 2011, 2012, and 2013.•Mentored 2 other Vice Presidents in company's executive development program.•Successfully planned and executed remodels in 3 stores in Spring of 2012 and 3 stores in Fall of 2012.

•Recruited to manage one of the company's 180,000 square foot flagship department stores.•Drove sales 5% better than the company in 2010 and 7% better than the company in 2009.•Received the Chairman of the Board Award for best sales, credit, and profit performance.•Wrote an article for the company in the 4th quarter magazine regarding top 5 focuses during 4th quarter.•Held a position on workload reduction committee, back to basics committee, womens/dresses/coat merchant partner, and price change committee.•Developed 3 ASM's to store manager, 3 sales managers to ASM, and 3 department supervisors to sales manager positions within the company.

•Promoted to District Manager in August of 2003 and placed in Raleigh, NC in October of 2003.•District volume was over $200 million in annual sales.•Increased sales 5% and credit 10% the first year and 2-5% in sales each year following by hiring a strong management team and reducing turnover among managers from 50% to 10%.•Created a strategic plan for the district with focus on operational execution, merchandising direction, and associate retention.•Responsible for 48 salaried managers and 1500 hourly associates.

•Responsible for multiple salaried managers and over 200 associates in stores ranging in volume of 18 to 28 million dollars.•Planned and organized a complete renovation and expansion of 20,000 sq.•Promoted 3 ASMs to store manager.•Maintained excellent ratings in retention, hiring, and payroll each year.•Active member of men's merchant partner, Assets, and space planning and allocation committees, with the ability to help with change for the entire company.