Experience

Leelanau Wine Cellars, Ltd.

• United States
• Beverage Manufacturing
• 1 - 100 Employee

• National Account Manager

  • Nov 2019 - Present



Meijer

• United States
• Retail
• 700 & Above Employee

• Buyer - Wine and Spirits

  • Jul 2013 - Nov 2019

  Drove strategies and results for the wine and spirits categories at a 250 store chain in the upper Midwest. Under my direction, the two categories added over 22% in sales growth in the previous three years in wine, and over 28% sales growth in spirits over the same time period. Led best in class efforts to redesign new floor plans with compelling visual presentation. Turnover of prior assortment led to most of our area's growth, where our teams manage one of the most thorough and selective new item processes in the country.



Target

• United States
• Retail
• 700 & Above Employee

• Store Team Leader

  • May 2008 - Jul 2013

  Provided leadership and direction of overall operations for second largest store in Target’s Midwest Group, leading over 200 team members and 26 supervisors. Fully accountable for the attainment of all sales and profit goals. Achieved sales and profit goals on a $54m annual volume unit, ranking as one of the top performing stores within the group. Within 18 months, took a store ranked 65th out of 68 stores to #3 in the group in overall store metrics. Consistently high operational performance, exceeding company’s measurable metrics in every category. Most significant achievement is team development and culture. Have developed four executives to promotability to Store Team Leader, and one to District business partner. In addition, have built a culture where people love being part of our team; scoring one of our group's strongest "Best Team Survey" results last year- with a 100% intent to stay and engagement among all leaders.

• Vice President, Store Manager

  • Aug 2002 - May 2008

  Returned to our home state to care for family. Recruited by Target in 2002 and placed in the department store division. Marshall Fields was later sold to May Company and subsequently Macys.Provided leadership and direction of overall operations for second largest store in Marshall Field’s department store division in Detroit, leading over 700 sales associates and 30 managers. Fully accountable for achieving all sales and profit goals. Directed all aspects of merchandising, driving increased sales through creative efforts.Led the store through a two-year, $40m remodel and expansion effort. Oversaw all remodel efforts, working directly with contractors to coordinate all phases of the project. Maintained sales and profits in the upper third of all stores despite significant business disruption and challenges.



DFS Group Limited

• Hong Kong
• Retail
• 700 & Above Employee

• Vice President, Planning

  • Feb 1998 - Aug 2002

  Progressively provided more responsibility as company expanded rapidly. As Vice-President of Planning, oversaw a substantial portion of all planning pyramids within DFS. Selected to develop the company’s regional planning pyramid, driving both corporate and local strategies with six planning managers assigned in the different regions around the world. I remained to assume responsibilities of several other planning pyramids, including gross margin planning, corporate reporting and distribution. Directed efforts of category management planning team, covering half of the company’s product categories.Served as the key business point person for merchandising and planning in the integration of a $400m cruise line retail business purchased by DFS in 2000. Coordinated all efforts to consolidate inventories, integrate systems, and share best practices between the two organizations. Developed a company intranet with the coordination of IT analysts to deliver on-time business reporting worldwide. Streamlined company reporting efforts to provide more actionable reporting and data analysis to the store operations teams.Provided all new location business plans to senior management, delivering goals by category and department. Provided critical sales and margin analysis required for bidding on airport concessions, in which the company was exposed to significant risk if not provided accurate forecasts.Led most intra-category strategic planning efforts as determined by senior management. Liaised with senior vice-presidents to ensure consistent expectations and delivery of results. Required strong skills to influence various business partners to action. Made frequent presentations on key strategic priorities to both senior management and to the entire management team once strategies were formed. This required multi-unit management and collaboration to accomplish goals.

• Multi-Unit Store Manager - Honolulu International Airport

  • Feb 1998 - May 1999

  Provided leadership and direction for a $75m retail concession business, managing over 40 multiple locations. Liaised with local airport officials, local and state government, and minority business partners. Established strong relationships to drive sales and profit.Through the development of strong relationships with airport officials, launched six new specialty stores as extensions of the negotiated concession. Added over $3 million in annual sales as a result of the successful partnerships. Reassorted stores for greater sales.



Macy's

• United States
• Retail
• 700 & Above Employee

• Store Manager, Vice-President

  • May 1994 - Feb 1998

  Managed the Macys store locations at Southlake (1994) and Gwinnett Place (1994-98).



Macy's

• United States
• Retail
• 700 & Above Employee

• Buyer - Luggage/Mens Accessories/Gifts/Watches/Cold Weather

  • Apr 1988 - May 1991

• Assistant Store Manager- Gwinnett Place

  • Oct 1987 - Apr 1988

• Assistant Buyer/Planner - Mens Small Leather Goods

  • Sep 1986 - Sep 1987