Results driven professional recognized for achievement and performance in the retail industry. Consistently meets and exceeds corporate sales goals, while maintaining high customer service levels. Proven leader in strategic planning to optimize locations profitability growth and provide a template for company implementation. Demonstrated a strong ability to mentor individuals for professional growth and advancement. Extensive experience with multi-store locations, department stores, and outlet stores.
Training and Development
Delivered the top store set results for my division in FMBT class.
STORE GENERAL MANAGER August 2012 to CurrentLensCrafters － Danbury, CT
Successfully manage the highest sales volume store in the Northeast zone.
The stores annual volume exceeded $4 million a 4% increase over the previous year.
Responsibilities include all retail selling and operational functions, the lens manufacturing process, and the doctor's office.
Successfully introduced and implemented a new selling and service model to the entire region.
OPERATIONS DIRECTOR-FLAGSHIP STORES April 2010 to August 2011Burberry － New York City, NY
Responsible for designing, implementing, and executing business specific programs to improve organizational profitability while maintaining a luxury brand customer experience in the brands retail and outlet flagship locations.
Analyzed company profit and loss statements to identify areas of opportunity.
Specifically focused on labor allocation and product flow.
Developed labor models by location to maximize staffing levels during peak periods.
Aggregate store sales increased by 24% and customer service scores improved by 32% after the program was successfully implemented in both locations.
Total sales volume of $62 million.
Developed a product flow program to reduce shipping costs and lower the overall weeks of product supply.
After adopting the program shipping costs were reduced by 54% and the weeks of supply were lowered by 11%.
Each of these programs assisted the store in achieving 46% profitability rate, a 450 basis point improvement over the prior year.
Successfully supervised and developed a team of forty-eight people, including the promotion of six team members.
DISTRICT MANAGER/CENTER DIRECTOR February 2007 to April 2010Ralph Lauren － Central Valley, NY
Responsible for overseeing and strategically planning all aspects of operating four store locations in the organizations largest sales volume center world-wide.
The average staffing level exceeded 750 people.
Total annual sales for all four locations exceeded $75 million a 66% volume increase since 2007.
Key initiatives that lead to this success included significant improvements in the customer experience as measured by selling metrics, an increased level of leadership talent through effective recruitment and training, re-evaluating the product assortment, ownership levels and increasing sales floor capacities, and improving the operational efficiencies, specifically staffing models, labor scheduling, and product handling techniques.
All of these ongoing practices and programs contributed to an average increase in four wall profit of 51% during the 3 year period.
The four wall profit rate increased from 37% in 2007 43% in 2010.
During this time developed and implemented these successful strategic plans through strong partnerships and communication with the corporate office.
Lead and participated in many pilot programs for the organization including the development of new technologies, customer experience, and automated labor scheduling.
Received numerous sales and leadership awards, including the organization's top award for field leadership in 2009.
GENERAL MANAGER February 2006 to February 2007Ralph Lauren － Central Valley, NY
Effectively lead and successfully developed the highest selling store in the Polo Ralph Lauren organization world-wide.
In 2006 the store had both the highest sales total, $41.5, million and highest percentage increase, 19%, in the organization.
Evaluated and strategically planned to exploit all areas of opportunity identified.
These areas included raising staffing levels, improving the customer experience, shortening the product lifecycle, and refining the schedules for both the associate and management populations.
Innovation and creativity were critical to the success realized in this location due to the unique business model and the lack of comparable locations.
ASSISTANT STORE MANAGER January 2004 to February 2006Macy's － Paramus, NJ
Managed and was responsible for all sales, customer service, and operational results in a $100 million full-line department store.
In 2005 exceeded financial plan by 5%, the top performance in the region.
Successful results were achieved based on business analysis, risk taking, and leveraging the existing talent in position.
Improved customer service scores by 9% through planning and critical evaluation of individual and departmental performances.
OPERATIONS DIRECTOR January 2003 to January 2004Ralph Lauren － Central Valley, NY
Directed all aspects of operations for Polo Ralph Lauren's flagship outlet location.
Created and implemented new procedures and techniques including the addition of an offsite warehouse to the business model.
Focused specifically on product movement, shrink reduction, and facilities maintenance.
These programs significantly improved the locations sales and profitability.
FINANCIAL ANALYST January 2002 to January 2003Lord & Taylor － New York City, NY
Collected, interpreted, and communicated financial performance by region and store to executive leadership team on a quarterly basis.
Performed detailed profit and loss statement analysis to determine the financial position and future asset allocations to store locations.
Developed and implemented several reporting procedures to enhance the field leadership's understanding of the current business trends.
Bachelor of Arts : Economics, 1995SUNY Oswego － Oswego, NY, USA