Experience

Tarrant Area Food Bank

• United States
• Non-profit Organizations
• 1 - 100 Employee

• Facilities Director

  • Nov 2022 - Present



Tuesday Morning

• United States
• Retail
• 700 & Above Employee

• Manager Store Facilities

  • Jun 2020 - Nov 2022

• Director Store Facillities

  • Sep 2018 - May 2020

  Direct and manage store facility repair and maintenance, utilities, and waste management for 700+ locations. Maintain budget and spend accountability for both capital and operational expense lines. Lead third party vendors to ensure business and financial objectives are shared, processes are understood, and work is executed to company standards. Work with team to maximize and continually improve productivity. Leverage technology and cloud-based platforms to efficiently manage and communicate with internal and external partners.

• Director New Store Operations

  • Feb 2016 - Aug 2018

  Develop, maintain and manage all processes used in the execution of projects; projects included new stores, relocations, expansions, closings and other projects assigned by the VP of Store Development. Responsibilities include development of inventory/ merchandise flow plans, inventory planning, budgeting, forecasting and scheduling of internal and external resources in the execution of these projects. This includes the development of process tools needed to manage projects including play books, manuals, project calendars, progress tracking, fixture and completion checklists, financial checkbooks and Correction of Errors process documentation. The position will interact with other cross functional departments to ensure we build a cohesive team in the executing of all projects.

• Store Development Manager

  • Feb 2014 - Feb 2016



Michaels Stores

• Retail
• 700 & Above Employee

• Mgr Merchandise Presentation

  • Jul 2007 - Nov 2013

  Managed the Plan-O-Gram process for Standard Basic Assortments and Feature Space. The process consists of 250 steps and takes 65 weeks from inception to store execution. The plan-o-gram is the base driver for the company’s allocation/replenishment, store pricing and operating systems. Managing the process required cross-functional interaction with virtually every department, including senior management. A 52 week calendar was maintained and published to insure store workload hours were balanced. The company’s merchandising guidelines had to be communicated and enforced to make sure all plan-o-grams were store employee and customer friendly. Managed the 16,750 Sq. Ft POG Room/Merchandising Lab.



Michaels Stores

• Retail
• 700 & Above Employee

• Senior Planner Analyst

  • 2002 - 2007

  Provided analytical support to two senior buyers with a combined annual volume of over $250 million, which aided in maximizing sales and gross margin, while minimizing inventory and markdowns. Assisted in the development and execution of business plans that were targeted toward achieving department financial goals, while supporting the company’s goals and initiatives. Monitored actual performance versus plan and recommended action plans. Managed purchase dollars to budget. Worked with replenishment team and vendors to assist in management of key items. Provided analytical and forecasting support for planogram resets. Prepared missed sales analysis and end of season recaps. Supported micro merchandising initiatives by identifying regional and calendar opportunities. Created tools that assisted in the planning process and added value to the entire planning department. Responsible for the training and development of one Associate Planner. Provided leadership and direction for planning team.



Footstar Athletic Specialty Retail Division

• Merchandising/Store Manager

  • 1987 - 2002

  Manager, Inventory Planning 2001 - 2002 Planned the type and amount of merchandise available to new stores by developing inventory plans. Worked with Store Operations and Real Estate prior to a store opening and oversaw the implementation of those plans. Highlighted merchandising issues to the Merchant Organization, Store Performance Group, and Senior Management regarding all store opportunities with a specific focus placed against New Stores. Managed the strategic movement of under performing and aged merchandise by determining the best method of liquidation. Managed the initial consolidation of over performing product to minimize markdown exposure. Buyer 2000 – 2001 Provided merchandise to customers in a timely manner by developing a product line, negotiating pricing and developing exclusivity agreements with vendors. Developed market plans within area of responsibility. Maximized sales by identifying and planning promotional time periods. Purchased merchandise by compiling information, identifying trends, studying needs, preferences, and buying patterns of customers, developing forecasts, and utilizing planner and merchant team. Maintained Buying Merchandising Department staff job results by coaching, counseling disciplining employees. Provided and gathered merchandise information through consistent interaction with Store Operations, Store Managers, and members of the Merchandising Team. Planner: Process Improvement, Company Liaison 1999 – 2000 Part of a company sponsored, cross-functional team focused on ways to improve merchandise productivity, which included organizational “re-shaping”, product productivity, markdown cadence, implementation of Arthur, and the development and administration of written Merchant training programs. Main emphasis was in the area of company’s planning methodology. Worked with Andersen Consulting to determine all planning components and elements to be used, and ensured the IS team captured all required information.