I am a dedicated professional with experience in coordinating efforts to prevent losses and protect company assets. I consistently resolve internal theft cases within the district through investigations and interviewing. I am effective at determining the root cause of loss, in turn putting plans and processed in place to improve shrink. I have been able to establish partnerships with Store Managers, Operations Mangers, and other Store Executive, to achieve store goals and improving shrink
I am currently responsible for all Asset Protection and daily operational functions of Macy's Flagship Herald Square Men's store with an annual sales volume of 145 Million. I manage and develop the Asset Protection department, consisting of, Asset Protection Managers, Asset Protection Supervisors, Detectives, Visual Security Officer Supervisors, and Visual Security Officer. I also support the Herald Square district, in developing Asset Protection colleagues outside of the Men's Store and managing daily operations of the entire District. During 2019, the Herald Square Men's Asset Protection Team, has driven results by being the #1 store making shortage goal as well as leading the District in best shortage dollars improvement over last year, while leading the District in most overall internal and external productivity and dollars recovered. We have also led the District and Company with technology driven results and case productivity. From September 2017 to 2018, I was responsible for Macy's full line store with an annual sales volume of 85 Million. I have been in the top of the District with most internal and external case productivity, improving shrink dollars year over year, while maintaining operational excellence. My scope of responsibilities is not only Asset Protection but Operations driven. Driving sales and profit results by focusing efforts on store environment, workload planning, staffing, fulfillment, and safety and shortage. I have been able to quickly build the gap between Asset Protection/ Operations and Store Managers, Store Executives, Vendors, and other senior partners to drive results.
I was responsible for all Asset Protection and daily operational functions at full line store with annual sales volume of 55 Million. I directly manager an Asset Protection staff and I influence store leaders in achieving our goals and improving shrink. In 2017, I led the district with most overall internal cases, increase in external productive/recoveries vs. last year. During the 2016 year, internal, external, and recovery dollars increased vs last year, leading the District in top percentage increases vs last year, while improving shrink. From 2015 to June 2016, I was responsible for two Macy's Full Line stores, two Macy's Home Store's and a Macy's Back Stage location. During both 2015 and 2016, I have been in the top two for both internal and external case productivity, outperforming stores with double the Asset Protection staff. I achieved one of the highest Corporate Audit scores in the company by influencing store leaders to execute daily operational disciplines. Shrink dollars have improved year over year in each location.
I worked at the largest retail facility the greater Baltimore, Maryland area. My job was to observe, apprehend, prosecute and ban Organized Retail Theft crew members. I was trained to detect signs of ORC thefts/teams not only in the mall common area, but the parking areas as well. I worked closely with specialty retailers, department stores and police officers to detect and apprehend ORC offenders. The program was expanded to have several plainclothes Mall Security Officers working the mall common areas to detect and apprehend booster groups. It was during this time that I was recruited by both Gap Loss Prevention and Macy's Loss Prevention for positions within their organizations.
I was responsible for the daily operations of the facility. I hired trained and coached associates on their core responsibilities. I managed a budget, reviewed reports and reported findings to the Chief Operating Officer. I created action plans so that the club would maintain profitability and increase memberships.
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