Selected to participate in the Spring 2022 Cohort of the Emerging Leaders mentoring programCoach peers through Peer-to-Peer Mentoring, New Hire Mentoring, and the Call Shadowing programsSuper Friday Show (SFShow) ContributorVolunteered to assist in the pilots of the Award Appointment, Accept, Award Appointment, and Funding Outreach dialer initiatives Active in employee engagement programs: SWOPS CX Champion Reporter, Water Cooler Coach, and Motion Connect Fall Football Challenge CoachActive in the Fall 2021 cohort of the Student Financial Services Advocacy programSouthwest Operations Center CX Champion of the month for April 2021

Recruited to rebuild a store that was struggling with declining sales (-30% upon arrival) and low moraleBuilt a talented, customer-focused team; established a strong culture with exceptionally high standardsDrove the store from 790th to 20th in the company (830+ stores) on the overall performance scorecardIncreased sales 10% in 2019 (top 5% nationally) and 8% in 2018 while many other stores were in declineConsistently ranked 1st in the district (18 stores) for KPIs such as average sale and customer conversionReduced inventory shrink to just 0.3% of sales – top 1% in the company (well below budget every year)Appointed district trainer – recruited, on-boarded, trained, and mentored several new store managersTrained all store leaders on business acumen, customer loyalty, conversion, and credit since 2016Served as district payroll mentor during the holiday season – coached leaders on payroll best practicesSelected as 1 of only 7 leaders in the region (200+ stores) to serve on the Field Advisory Council TeamSelected as 1 of only 7 field leaders in the country to participate in quarterly visits to the home officeProvided feedback/recommendations to top executives and design/marketing/operations departmentsAwarded by the parent company (Ascena Retail Group) for outstanding community service in 2017Built an online forum for local retailers to network, collaborate, and share strategies – hosted 6 events

Recruited back to The Children’s Place by the district manager after working for them from 2004-2006Took over a bottom-ranked location, developed a strong team culture, and turned it completely aroundLifted the store from 14th to 2nd in the district (15 stores) on the overall performance scorecardDrove comp sales from -20.1% to +2.9% by the end of 2014 – improved from -21.2% to +0.7% vs. planImproved KPIs such as average sale (+3.3%), units-per-transaction (+8.5%), and conversion (+130 bps)Outperformed the company in payroll control (100+ hours below budget during the liquidation/closing)Identified, developed, and promoted 4 high-potential sales associates to leadership positions

Recruited back to the company after managing a side-by-side store in the Gap division from 2006-2008Oversaw every aspect of a 14,000 square foot store – led a team of 55 that grew to 120 in peak seasonsDrove the store to $5M in sales with significant growth in all KPIs – achieved 105% of the sales budgetIncreased customer conversion 110 bps in 2012 and 60 bps in 2013 – outpaced the district/companyAchieved 103.3% of the customer credit application goal – a major profit driverImproved the average sale (+2.8% and +1%) and units-per-transaction (+2.9% and +1.8%) each yearAppointed district customer experience champion in 2012 and 2013 – shared strategies with other GMsTrained, developed, and promoted 1 operations manager and 4 high-potential key holders internally

Recruited to lead a store that included a salon, retail sales, and prestige cosmetics ($3M in total sales)Increased salon revenue 29.5% vs. LY, retail sales 22.2% vs. LY, and prestige cosmetic sales 11.3% vs. LYHonored by Bare Minerals and Urban Decay brands for the highest sales growth over LY in the districtIncreased customer loyalty program memberships by 10% in 2010 and another 10% in 2011Increased guest experience scores by 16 percentage points – improved from 49% to 65%Identified, developed, and promoted 2 top-producing sales associates to key holder positions

Recruited to lead a complex, multi-brand, side-by-side store that included Gap, GapKids, and BabyGapDrove the store to $2M in total combined sales – exceeded all sales expectations and KPI targetsConsistently ranked 1st in the district (15 stores) for overall customer satisfaction scoresHonored by senior leaders for outstanding credit application results during a leadership conferenceServed as the district credit champion – trained and coached other GMs to drive credit card growth

Recruited, hired, trained and developed associatesLead in customer service and satisfaction survey resultsEnsured store was visually merchandised, making changes based on visual focuses, on hand and sell throughDrove results by developing a high performing team through coaching mentoring, and performance management