Taylor Wright Email & Phone Number

La Metro

As a District Sales Manager (DSM) responsibilities include delivering the overall company objectives, increasing market share within district, and exceeding sales goals established in partnership with the regional leader while leading, coaching, and developing a team of Salon Business Partner (SBP) to identify growth opportunities within key accounts and establish professional relationships with internal and external partners.Growth, Workforce Management & Talent Development:• Lead team of 6 SBPs to achieve assigned sales goals and KPIs through the focus of consultative sales, business development, distribution, and promotional activity for each assigned brands.• Assist and Coach SBPs to identify new partnerships via the MAG leads, referrals, and cold calling and relationships.• Identify sell through strategies, partner with key accounts on promotional events, and add value to salon client’s business by identifying business opportunities, conducting business reviews with key accounts, determining education needs, and educating salons on the value of Summit Salon partnership.• Supports sales by participating in and facilitating monthly sales meetings, education and promotional events including area classes, company shows and events, hands-on work-shops, and in-salon education.• Identify and develop in partnership with SBPs to plan of long-term growth within the district for existing salons and new customers.

Southern California, Arizona And Colorado

District Manager, Jo Malone London, Aveda & Origins.Engaged to guide and streamline the operations of a 14+ store, $10 million territory for three Estee Lauder brands. Developed 15+ managers and 75+ employees throughout the district while implementing Estee Lauder’s new multi-branded free-standing store strategy & building collaborative partnerships with existing brand management. During the execution of these immense changes, navigated the district through COVID-19’s wide-ranging effects on all aspects of the business.LEADERSHIP✔ Prioritize building empowered & transparent relationships with team members to ease the transition from stores’ prior practices to consistent procedures, policies & expectations.✔ Rapidly adjusted prior focus on in-store, in-person interactions as the pandemic continued, implementing innovative ways for teams to build customer relationships to continue achieving sales & improve brand loyalty.✔ Established a strong sense of accountability with consistent engagement and communication of strategic goals to the team & clearly detailing progress, opportunities & current development tactics to upper management.WORKFORCE MANAGEMENT:✔ Guided implementation of intensive training for all facets of business including scheduling, inventory management, full-service customer interaction programs, digital sales platforms & promotional events.✔ Leveraged new technologies to help stores excel during unprecedented uncertainty & integrated these approaches as the landscape shifted back toward increased personal interactions, recognizing the significance of accommodating the varying comfort levels and needs of customers & team members in a post COVID-19 world.GROWTH ✔ Utilized staff census & other reporting to maximize and balance cost of staffing stores despite constant changes to in-person restrictions, coupled with store openings, moves & closures.✔ Led total district to outperform regional & national trends to plan during Q1 and Q2 2021.

Los Angeles, California

I was recruited to manage operations and growth of this 10-location, $133M line of business, including 15 managers and 150 associates. Reporting to the General Manager (GM), I collaborate with my partner Assistant General Manager (AGM) to manage P&L and a $120M budget, as well as extensive collaboration with vendors, regional leaders, marketing/replenishment, warehouse/supply chain, HR, operations partner, and facility management—to achieve growth targets. I craft location-specific strategies and marketing campaigns specific to cultural demographics of each terminal’s travelers, in addition to managing location renovations and mitigation planning. GROWTH >✔ Improved P&L gross margin 4% via lean fiscal management in payroll and shrink & expense reductions.✔ Delivered $20M in revenue growth—a 15% YoY increase by assessing & responding to market/consumer trends.✔ Steered 10 locations to $1M in revenue growth.✔ Led 6 Event Pad marketing strategies—delivering $3M in incremental revenue, and executed 4 terminal pop-ups—resulting in incremental sales of $2M.✔ Generated strong performance metric improvements, including increasing top 10 beauty brand sales 14%.VENDOR-MARKET LEADERSHIP >✔ Create and manage local and vendor promotional calendars with global/division merchants and the marketing team.✔ Align organizational performance goals with vendor/brand priorities, market conditions, marketing strategies (merchandising, product/brand training, product linkage), and international customer traffic.✔ Delivered $100K in incremental revenue, projected to annualize at $750K.✔ Launched 3 new brands with projected annualized revenue of $2.7M, in collaboration with vendors.PEOPLE MANAGEMENT & TALENT DEVELOPMENT >✔ Increased Pulse Employee Engagement Survey results 3% vs division trend of -1%; and reduced attrition to 0%.✔ Delivered strong recruitment—including 4 leaders in 10 months.✔ Improved Mystery Shopping results 15% over previous year.

Greater Los Angeles Area

Reflecting unparalleled consistency in achievement, I was promoted to provide deep change management to this $45M territory. I steered operations and developed a team of 12 direct reporting managers and nearly 130 indirect reports, and I collaborated extensively with district, regional, and national partners and vendors to develop and implement high-efficacy localized strategies.INNOVATION & CHANGE MANAGEMENT >✔ Built and executed a new Jewelry & Watch Business strategic initiative that was launched at 37 pilot locations.- Generated 10% increased revenue and strategy was rolled out nationwide to all 700 locations.✔ Selected to join Macy’s Magic Lab team to innovate a strategy for a FJ Rental pilot program. - Earned Macy’s National Make Magic Award for the pilot.✔ Championed, developed, implemented, and provided training for 2 new programs, including a FJ Personalization strategy and an Ear-piercing service.GROWTH >✔ Produced top sales growth YoY, 2 years in a row, by developing skills and maximizing events. ✔ Increased district revenue $5M in first full year in the role. ✔ Grew Bridal category, a key revenue driver, 87%—from 15% to 28% of business mix.✔ Delivered #1-#2 ranking with 20% penetration in Warranty Program sales; drove clientele penetration to #3 national district ranking in the company.LEADERSHIP >✔ Increased Engagement Survey score, resulting in #1 engagement score in the region; improved category Net Promoter Score YoY 14%, over 3 years.✔ Grew Million-Dollar Sellers by 630%—from 3 associates in first full year to 19 associates after 3 years; developed, mentored, and promoted 7 managers to next-level assignments.✔ Improved Fine Jewelry Trunk show events, resulting in added incremental revenue.✔ Macy’s Regional Giving Champion—for driving volunteerism and community giving.

Orange County, California Area

Due to role after role of achievement in Macy’s, I was promoted to rehabilitate this under-performing store with $18M in annual revenue. I led a team of 10 direct report managers and 120 other employees—with a strong focus on motivation and accountability, and I directed all operations, including merchandising, promotions, and expense management/containment. CONTRIBUTIONS: ✔ Reduced the P&L loss margin and restored profitability with deep change management. - Identified high return rate as the largest profitability issue, and trained team to convert returns to exchange sales or website-classified returns. - Established an operational process to segregate and move returned products to other stores based on product origination or existence of the item’s product line. - Collaborated with regional and national partners on national implementation for high return-rate locations.✔ Selected to be a mentor in the Executive Development Program, a fast-track training program into executive roles.✔ Identified opportunities to improve P&L by performing root-cause analysis of data, metrics, and performance. - Provided storewide change management, including developing the leadership team, raising service levels, establishing a customer-centric culture, and providing ongoing training/coaching. - Identified and maximized opportunities to elevate profile and capture customer interest.- Drove credit account acquisitions, and clearance management; and optimized staffing.✔ Delivered strong Scorecard results. Improved Overall Scorecard 95%; improved Event Scorecard 100%; and delivered Associate Scorecard rating 8 points higher than the company average.✔ Achieved 89% employee engagement in Search & Send Omni-Channel usage—stronger performance than the district, region, and company average.✔ Delivered #1 ranking in the region out of 100 stores for the key annual Cause Marketing campaign, and #1 store ranking in the district for 7 out of 8 Cause Marketing campaigns.

Brea, Ca

Following a long, steady record of leadership, I was selected for this learning role, as a leader tracked to acquire mandatory training in order to serve at the Store Manager level, receiving training in all product offerings. Excelled in role and contributed to growth and improvement of key metrics for this $72M location, and assisted in leading all areas of operations.CONTRIBUTIONS: ✔ Contributed to delivering $2.5M in annual revenue by converting part of the facility to a Furniture Clearance Center (store within a store), involving launching new business stream with different event/marketing and staffing strategies and delivery logistics/planning—resulting in stronger product movement than the previous distribution center model.✔ Delivered #1 regional ranking for key company strategy to maximize order-from-store/ship-to-customer-home.✔ Reduced employee turnover rate 12% and delivered vacancy rate less than 2%.

Orange County, California Area

Following multiple successful lateral moves and promotions, I was selected to steer this 14-store district with $75M in annual revenue—including leading 16 department managers and 14 vendor account coordinators. I managed pricing, and marketing activities, including marketing event development (sampling/staging); and I focused on building and motivating high-performing teams. I developed strong vendor and buyer relationships—collaborating intensively—communicating priorities, negotiating terms to drive profitability, and executing events and promotions.CONTRIBUTIONS: ✔ Consistently achieved 3rd/4th volume district ranking out of 70 districts nationally by developing events/services to drive return customers and capture market share, including identifying customer experience drivers and customizing events.✔ Reduced turnover rate and mentored 14 leaders to next-level or larger-volume promotions.✔ Delivered up to 8.3% YoY growth over projections—average 1.5% better than the companywide districts.✔ Increased penetration of localized events 33%, and achieved 95%+ of all territory presell goals—all 3 years in role.✔ Coordinated across multiple channels to negotiate, plan, and execute remodeling/installation of 30 branded shops. ✔ Developed strategies for the district and individual locations, and presented seasonal strategies to 75+ executives (vendor and retailer) to align performance goals and marketing strategies, and gain executive buy-in.✔ Earned Macy’s District Make Magic Award for driving overall results.

Orange County, California Area