Experience

ActionCOACH - AMB Performance Group
• United States
• Professional Training and Coaching
• 1 - 100 Employee
• President and Primary Coach

  • Oct 2018 - Present


US Retail Consulting & Coaching

• US Retail Analyst

  • Nov 2017 - Present

  ▶ SNAPSHOT: Retail investment advisor for U.S. and international hedge funds. Identify quantitative and qualitative points of view to build firm portfolio’s. Provide analysis of U.S. retail stores, recapping analytics on key brands and conditions, and make bi-weekly presentations on brand strengths and opportunities. Interview store employees to ascertain internal strengths and weaknesses within a business, conduct store observations and engage with other Retail Analysts throughout U.S. ▶ DELIVERED RESULTS: ● Generate double digit growth in income for firm and clients by projecting accurate sales and earnings for making investment decisions. ● Strengthen investment data accuracy by developing strong and trusted partnerships across diverse businesses. Show less



Bloomingdale's

• United States
• Retail
• 700 & Above Employee

• SENIOR VICE PRESIDENT ▶ REGIONAL DIRECTOR OF STORES - NORTH

  • 2017 - 2017

  ▶ BLOOMINGDALE’S CAREER OVERVIEW:Rapidly promoted over 15+ year career to positions of increasing profit and loss (P&L) responsibility, sales and operations accountability, and team leadership. Earned reputation as “Turnaround Master” who identifies strengths and weaknesses and creates plans to fix poorly performing stores, repair processes, increase productivity, develop talent and re-energize teams to drive 5-star customer service. ⏺ Chairman’s award 2014 & 2015 for redefining Bloomingdales’ organizational communication and leadership models.▶ SNAPSHOT: After promotion in 2017 to SENIOR VICE PRESIDENT – Director of Stores North, charged with leading 21 locations, $2B sales, operations, human resources, customer service, safety, P&L results, capital expense projects and continuous improvements. Directed reports including Market GVPs, Trade Area VPs, VP GMs and 2 Merchandise Managers, with indirect reports for HR and Operations. ⏺ Hire right the first time, focusing on people who are career oriented and obsessed with customer service. ▶ DELIVERED RESULTS:● Reduced expenses $8.5M by leading “Think Tanks,” cross-functional 10-person pyramid teams identifying expense savings opportunities and action plans that fostered growth without sacrificing company’s sales, service and engagement mission. ● Set accountability standards and engaged in in-depth, bi-monthly metrics performance reviews and talent talks. Show less

• GROUP VICE PRESIDENT ▶ NEW YORK/BOSTON MARKET

  • 2016 - 2017

  ▶ SNAPSHOT:Promoted in 2016 to GROUP VICE PRESIDENT – NY & Boston, direct overall performance of 5 locations with $500M sales and led team of 4 vice president general managers. Reported to executive vice president of stores. Accountable for delivering all metrics, including sales, service and profit plans. Appointed as member of Senior Store Team, a group of high-performing leaders that guides entire store organization on sales growth and operational excellence. ⏺ Grew sales and disrupted business model by creating “Store Weeks” & “Only At” program that localized buying and revenue. ▶ DELIVERED RESULTS:● Met 100% sales/EBIT plans and beat application goal 8% through engaging leadership. ● In 2016 and 2017, made NY and Boston the only markets to exceed core performance objectives, by: ⇨ Initiating 2016 best practice strategy infused with delegation, follow-up, accountability and persistence. ⇨ Ensuring players knew their roles, had the tools to achieve their goals and felt accountable to do so. ⇨ Establishing team focused on the future, which evaluated 2016 activities in order to plan for 2017. ● Led restructuring team that assigned new roles and procedures after elimination of regional teams. ● Generated double-digit sales increase in target categories by creating a company-wide process “Stores Week”. ⇨ Seasonal event involved 4 days of collaboration between merchants, planners and store-line market/trade leaders that increased localized buying and inventory plans to support store demographics, local trends and niche clientele. ● Strengthened human capital by promoting 3 internal executives to GMs, reversing a “hire-outside” culture. ● Focused on improving company portfolio by replacing long-tenured but underperforming GM at a key location  Show less

• OPERATING VICE PRESIDENT GENERAL MANAGER

  • 2011 - 2016

  ▶ SNAPSHOT:Promoted In 2011, led operational turnaround of key location with $90M in sales, 30 managers and 345 support staff members. Charged with achieving all P&L key metrics for sales, profit, safety, shortage control, customer service and team performance and development.⏺ Provided true hands-on leadership to create team culture, fix-it philosophy and ability to work in harmony.▶ DELIVERED RESULTS:● Implemented team exercises to nurture more synergy via high candor. Held coffee chat sessions with action-oriented focuses and offered side-by-side support and performance coaching. ⇨ Elevated store engagement survey score 10 points from previous year. ⇨ Improved service performance to #8 in 2015, from last place in 2010. ⇨ Grew internal team engagement score 22 points over 5 years. ⇨ Delivered sales and EBIT performance that outpaced company trend 4 out of 5 years.● Created “Only At” program that grew vendor revenue and customer traffic by repurposing unproductive selling space.● Generated an incremental $500K in sales by securing funding for store fashion, food and wine events. ⇨ Increased store’s local brand and foot traffic with well-attended events for 500+, featuring celebrity hosts.● Invited to participate in annual senior store leaders’ “think tank” sessions. Show less

• GENERAL MANAGER ▶ REGIONAL DIRECTOR OF OPERATIONS

  • 2002 - 2011

  ⚫️ GENERAL MANAGER – Chevy Chase, MD Promoted in 2009 to manage new store P&L, sales, operations, merchandising, safety, HR and customer service. ⏺ Initiated “Hire Right First Time” approach to recruit best talent. Produced four $1M books in 2010 vs. zero in 2009. ● Increased sales 14%, the #1 percent increase in the company, and achieved top-10 service score company-wide. ⇨ Grew store traffic and PR by participating in local DC philanthropic culture and hosting special events. ● Delivered store’s first profit in 2010, vs. planned $1M loss. Collaborated with central ops/finance to identify profit opportunities to capitalize on while driving top-line sales. ⚫️ REGIONAL DIRECTOR OF OPERATIONS – Southeast/Mid-Atlantic/Central Region Promoted in 2007 to managed 15 locations with $1.2B sales. ● Earned #1 EBIT and shortage performance each year by improving operations standards and procedures. ● Boosted results by developing strong partnerships with GMs and concentrating on elevating operations managers’ performance. ⚫️ DIVISIONAL MERCHANDISE MANAGER – 59th Street, New York, NY In 2006, turned around quality of sales and service and grew sales 14%. ● Improved sales 28% by replacing underperforming sales associates, driving team development and operational efficiency, and taking more aggressive event posture. ⚫️ DIRECTOR OF OPERATIONS – 59th Street New York, NY Promoted to director of $600M location from previous position as senior merchandise manager. ● Managed 3 year, $100M renovation project. Collaborated closely with project management team and provided regular progress updates. ● Reduced shortage $5M over 3 years and improved profitability and logistical efficiency. Show less



Lord & Taylor

• United States
• Advertising Services
• 1 - 100 Employee

• OPERATIONS MANAGER

  • 1999 - 2002

  ▶ SNAPSHOT: Originally hired as sales associate, promoted to sales manager, then into newly created position of assistant operations manager, then operations manager. Beat sales, shortage and P&L goals. Assigned to several additional stores to clean up operations and develop teams. ▶ SNAPSHOT: Originally hired as sales associate, promoted to sales manager, then into newly created position of assistant operations manager, then operations manager. Beat sales, shortage and P&L goals. Assigned to several additional stores to clean up operations and develop teams.