Experience

Summit Behavioral Services

• United States
• Health and Human Services
• 1 - 100 Employee

• Chief Operations Officer

  • Sep 2022 - Present

  Keep our 200-person multi-state team doing what only they can do! Provide a blend of people strategy and operational support to further our mission and expand the impact of Summit Behavioral Services in our communities. Keep our 200-person multi-state team doing what only they can do! Provide a blend of people strategy and operational support to further our mission and expand the impact of Summit Behavioral Services in our communities.



Chick-fil-A Restaurants

• United States
• Restaurants
• 700 & Above Employee

• Operator Partner-Human Resources and Operations

  • May 2020 - Sep 2022

  My role is a combination of COO & CPO. I am a business partner to Owner/Operator and our Operator Partner-Systems and Finance. Beyond serving as a business partner I lead a team of leaders and/or execute the following: People & Culture- Employee Relations Leadership Development Talent and Succession Planning Full Cycle Recruiting Wage, Benefit and Total Compensation analysis and plan implementation Engagement Survey Recognition Programs Performance Management Document and Policy Creation and continuous improvement Operations- Overall operations Process improvement CEM / Guest Relations / OSAT Show less



Macy's

• United States
• Retail
• 700 & Above Employee

• Multi-Unit Leader and Leadership Development Program Leader

  • Apr 2015 - May 2020

  As Multi-Unit Leader I align location leadership around common goals and help leaders to be their very best. Our average annual scorecard rankings place us at or near the top 15% of all stores in Macy's 4 years running. We also have a history of beating profit plan-this stems from building a strong team with a focus on developing talent. My team and I use business analysis and combine that with customer data to build our strategy for each season. I also use this data regularly with my teams to adapt in an environment of constant change. Semi-annually I am tasked with presenting forecasted strategy and assortment requests to our senior leaders and use influence and data to effect many changes that lead to improved business. Beyond forecasting and P&L responsibilities I have been tasked with leading a peak of 3 locations and over 300 colleagues. My leaders and I achieve results through a focus on our people. The team is aligned and works together to put our clients first. From day one we've worked to empower colleagues and people leaders to make the best decisions for their customers thus driving our business and customer loyalty. Beyond our four walls I have assisted in the recruitment, assessment and development of talent for our district and region and I am active in our Mentor/Mentee program. On numerous occasions I have been asked to take on additional stores and have maintained excellent results. Recap of essential duties: Business analysis and forecasting, Leader coaching, Operations Leadership, Employee engagement action planning, P&L analysis and accountability, talent development, talent succession planning, performance management, compensation. Show less

• District Merchant

  • Apr 2014 - Apr 2015

  As Multi-Unit Merchandising Leader my core responsibility was to analyze business across many stores and determine what actions myself and my collaborative partners could take to 1. Improve sales deficiencies or 2. To drive business even faster. I would work with store teams to determine the root cause of any issue by reviewing merchandising/presentation, operations, talent, marketing/eventing and/or assortment. In regards to assortment- I would make a business case to influence senior leaders to change assortment. This was done in collaboration with the store leader(s) and alignment was key. I was also tasked with teaching leaders to analyze their businesses as well as teach high-level selling skills to improve conversion in high-ticket areas (Won 3rd place National Award for Service Plans in 2015). This was done by introducing and educating on what differentiates us from our competitors and in regards to both client communication as well as product offering. I also assisted store teams in talent conversations and succession planning. Reached Top 10% scorecard in Nation for 2014 performance and was graded as Exceed Expectations in annual evaluation. Show less

• ASM

  • Feb 2013 - Apr 2014

  Teach and coach 5 permanent exempt business leaders, multiple interns, and multiple executive development program participants to lead through their teams and to drive business results. I coached our team to fantastic improvements in culture scores, improved retention and overall store metrics. My main focus was helping leaders connect the dots between merchandising, process, people and profit. A beautiful presentation is nothing without the other elements and visa versa.



Dick's Sporting Goods

• Kansas City, Missouri Area

• Store Manager

  • Oct 2011 - Feb 2013

  Goal: rebuild a damaged culture and brand. What we did - developed, coached and, in some situations, upgraded talent. We established a culture of teamwork and professionalism. We established pride in our merchandising standards and let our results decide if our work was great. We drove for exceptional customer service as well as an environment where employees felt respected and empowered to achieve results. Improved Sales to Plan and LY, Customer Service Scores, Loyalty Card Usage and Employee Satisfaction. Show less



Target

• United States
• Retail
• 700 & Above Employee

• Store Team Leader & Campus Recruitment Co-Captain

  • Jun 2010 - Oct 2011

  As STL - inspire and develop team to improve profitability and overall quality of operations at a $25 million Target store. Recruited and mentored 2 STL’s and multiple ETL’s leading to improved talent and operations of entire district. Drastically increased total operational score of store. Increased exposure at local universities as well as aquired talent through recruiting events and on campus interview sessions. As STL - inspire and develop team to improve profitability and overall quality of operations at a $25 million Target store. Recruited and mentored 2 STL’s and multiple ETL’s leading to improved talent and operations of entire district. Drastically increased total operational score of store. Increased exposure at local universities as well as aquired talent through recruiting events and on campus interview sessions.



Abercrombie & Fitch Co.

• United States
• Retail
• 700 & Above Employee

• District Manager / Recruiter

  • Sep 2007 - Jun 2010

  Multi-Unit leader with 100% responsibility over Talent acquisition and Talent development. Responsibility over 8 different cities with a peak total of 14 stores. 6-time Period Top Scorecard in Nation (over 100 districts). Manage leader retention, customer service scores, sales and profitability, shrink rates, promotion and development of leaders, travel and expense, and HR issues. Increased DM Scorecard(top to bottom business metrics) for area from bottom 25% to top 10% in company while taking on multiple high-risk locations. Drove campus recruiting efforts on multiple campuses across 3 states as my own recruiter. Through the relentless pursuit of talent I was successful in turning around failing stores in many different cities while maintiaining extremely high scores in operational metrics and talent retention. Show less

• Store Manager

  • Aug 2005 - Aug 2007

  Improved the Store Experience and profitability of each assigned Abercrombie & Fitch store by recruiting, hiring, training and developing my leaders. Developed 4 Managers-In-Training into Store Managers in Less than 2 yearsRecruited on multiple campuses weekly and mentored many peers leading to improved operations of districtand an increase in internal promotions as well