Washington DC-Baltimore Area
Leadership advisor and retail executive trusted with $90M+ multi-unit portfolios. I build leaders who perform when they’re not in the room. My work sits at the intersection of identity, accountability, and execution. When those three align, friction drops, clarity rises, and performance sustains. I don’t just improve results. I design environments where leaders become unavoidable.
I currently serve as the Retail District Director; whose primary focus is to lead a team of 9 Head Coaches in driving sales, achieving consistent increases in store variable profit contribution, and obtaining digital metrics while delivering premium customer service.
I served as the Head Coach; whose primary focus is to lead a team of Sales Managers and customer service associates in driving sales and obtaining digital metrics while delivering premium customer service.
I served as the District Manager, whose primary focus was to lead a team of Sales Managers and customer service associates in driving sales, obtaining credit goals, and providing comprehensive financing options to customers while delivering high quality customer service. • Managed a team consisting of 42 associates, 16 of whom were supervisors in 8 separate locations to meet directives pertaining to sales, collections, and overall profits. • Implemented and trained the store teams on operational disciplines, e.g.; collections processes, sales and telemarketing procedures, and the idle merchandise process to produce a positive sales trend of 4% and an overall profit increase of 6%. • Created and maintained positive and productive relationships with Partner Store leadership and employees through frequent, clear communication and timely visits. Attend Partner Store meetings to continually teach and sell our program as well as address any concerns. • Monitored and proactively address outliers, e.g.; customer satisfaction, sales, controllable costs, profit, margin, operational processes, and compliance as measured by appropriate outlier reporting and store scorecards.
I served as the Store General Manager, whose primary focus was to lead a team of expert and customer service associates in driving sales, obtaining credit goals, and selling the total solution to customers while delivering high quality customer service. • Managed a team consisting of 91 direct reports, of whom 11 are supervisors to meet directives pertaining to Ad sets, Sales Planners, transitions, revisions and adjacency changes are met. While effectively controlling an annual sales volume of $14 million. • Monitored and proactively addressed outliers, e.g.; customer satisfaction, sales, controllable costs, profit, margin, operational processes, and compliance as measured by appropriate outlier report scorecard/dashboard. • Managed strict operational disciplines, e.g.; out of stock process, reverse flow logistics, and non-productive merchandise process to reduce the stores annual shrink numbers by $73,000 in my first year driving the annual store shrink number to $67,000 on annual sales of $14 million. • Increased store variable profit contribution each year surpassing the store locations year over year profit by 3% in one year.
Concept General Manager I served as the Concept General Manager, whose primary focus was to lead cross functional groups and coordinate logistics pertaining to the successful launch of the Reebok FitHub concept stores. Ensuring that the store launch came in aligned with the predetermined NSO budget. My secondary responsibilities in phase two of the project included the operations of the stores as well as support projects as scheduled. • Lead cross functional groups to coordinate logistics pertaining to the successful launch of the Reebok FitHub concept stores. Ensured that the store launch comes in aligned with the predetermined NSO budget. • Managed and maintained partnership with Balance Gym to ensure leased business is providing proper traffic driving numbers and cross promotional opportunities. • Lead a team consisting of 42 direct reports, of whom 4 are supervisors to meet directives pertaining to Ad sets, Sales Planners, transitions, revisions and adjacency changes are met. While effectively controlling an annual sales volume of $3 million to $5 million. • Implemented and trained the store team on operational disciplines, e.g.; out of stock process, reverse flow logistics, and non-productive merchandise process to produce a store annual shrink of .22% coming in under the company average of 4.3% for concept stores. • Trained and mentored hourly and salary associates resulting in 5 internal promotions within the past calendar year.
Store General Manager I served as the Store General Manager, whose primary focus was to lead a team of expert selling associates in driving sales, obtaining credit goals, and selling the total solution to customers while delivering high quality customer service. • Managed a team consisting of 104 direct reports, of whom 15 are supervisors to meet directives pertaining to Ad sets, Sales Planners, transitions, revisions and adjacency changes are met. While effectively controlling an annual sales volume of $17 million to $22 million. • Monitored and proactively addressed outliers, e.g.; customer satisfaction, sales, controllable costs, profit, margin, operational processes, and compliance as measured by appropriate outlier report scorecard/dashboard. • Used strict operational disciplines, e.g.; out of stock process, reverse flow logistics, and non-productive merchandise process to reduce the stores annual shrink numbers by $320,000 in two years driving the annual store shrink number to $98,000 on annual sales of $18 million. • Increased store variable profit contribution each year surpassing the store locations year over year profit by 6% in two years. • Met or exceeded companies credit account solicitation goal of 125% each year and on pace to finish the year at a 136% • Trained and mentored hourly and salary associates resulting in 3 internal promotions within the past calendar year.