General manager responsible for day to day operations.Forecast sales and labor plans and make necessary adjustments to meet weekly and monthly budgets. Train associates to maintain and exceed visual brand standards.Daily analysis of reports to leverage opportunities for improvement. Recruit and train/develope associates, with 6 associates promoted to next level positions in two years.Reduce shortage through daily loss prevention tactics as well as the planning, strategizing and execution of high level inventory processes.

Championed a new store opening, including:Final construction punch listRecruiting and hiring all store associates including floor supervisors and assistant managerCalculated store payroll budgets to determine salary levels for all positionsCoordinate with mall management for planning of grand opening events

As Assistant Store Manager I am second in command. The roles I took on were to promote store growth and to develop specific leadership skills. Logistics - receipt of all shipment, freight flow to the sales floor, backroom operations, and replenishment - When I took over these processes, the store had a disorganised stockroom and was consistently light on the sales floor. Within three months of focused work, I lead the team to having a stockroom that was organized by category, with best practices in place and being executed for shipment and freight flow, and a consistent replenishment schedule. Visual/Merchandising - mapping and execution of floor concepts, merchandising strategy for residual product, promotional signage execution - The store was executing floor concepts nearly a month behind. By teaching the team to strategize an order for completing the changes needed in each department by category, I lead the team to consistent execution of the floor sets each month on time or early. Along with creating an execution strategy for the floor concepts, I assisted in the successful merchandising strategy for placement of residual and clearance product. Management/HR Operations - payroll, scheduling, monthly budgeting, supply orders - As seasonal sales came to a slowing, there was a lack of understanding on proper payroll budgeting. I helped the management team learn how to budget payroll weekly and daily based on sales plan and work load. I also began writing the manager and store team schedule to maximize efficiency based on task specialization.Training and development - Most importantly, I worked with the team to learn what they wanted out of their career. I spent time with them to analyze their strengths and opportunities. I taught them new skills or helped them develop existing skills. In the first 6 months the first person was promoted from sales lead to floor supervisor. Approx 9 months later the second person was promoted twice.

Agent licensed to sell insurance through New York Life Insurance Company

My role is Executive Team Leader of Assets Protection. I lead a six person team to detect, identify, and resolve shortage (theft, fraud, operational) in a retail store with $35 million/year sales and classified as a high risk, high shortage location. In my first year I drove theft and fraud resolution as well as operational shortage resulting in a $70,000 reduction in shortage, three times the previous average for that location. I'm responsible for investigating and resolving internal theft and fraud. I lead safe and secure best practices, which during my second year lead to a 300% decrease in team member injuries. I also assume the role of Leader/Manager on Duty and take on responsibilities for managing daily operations of the store; sales, payroll, guest experience, team member incidents, etc. Other tasks of my role include:- Administer, supervise, and implement department tasks, timeframes and priorities- Collaborate with fellow executives to create and implement monthly and quarterly action plans around safety and shortage goals- Establish growth plans for both individuals and the AP team as a whole