Sales Customer Service

Beatrice Vicente

Email: *********@********.***

Address: **** ******** *****

City: Carlsbad

State: CA

Zip: 92011

Country: USA

Phone: 760-***-****

Skill Level: Senior

Salary Range: > $250,000

Primary Skills/Experience:

See Resume

Educational Background:

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Job History / Details:

BEATRICE VICENTE *********@********.***

1477 Sapphire Drive, Carlsbad, CA 92011 760-***-****

VP / DIRECTOR - RETAIL OPERATIONS

P&L / Growth Strategies / Global Site Selection / Loss Prevention / Merchandising / Multi-Sites

Best Practices / M&A / Big-Box / Specialty / CPI / Turnarounds / Restructurings / Cost Control

As a results-driven, high-energy retail executive, I have built, led and managed high-growth, high-profit organizations for Target, Toys -R- Us and Banana Republic among others. I also enabled struggling organizations to become top-performers, skyrocketing YOY sales and profitability. My core strengths include:

* Formulating/executing business strategies to drive productivity and explosive sales

* Instituting process improvements and culture changes to increase customer satisfaction

* Developing winning store site selection strategies to improve national expansion efforts

* Managing budgets of $100M+ and global territories including US, Puerto Rico and Canada

* Identifying, delivering and retaining high-performance leaders who consistently exceed ambitious goals

Bi-lingual in English and Spanish, I am known as an excellent motivator and team-builder who identifies/resolves operational issues to propel growth as well as builds customer-focused cultures with strong employee engagement.

Selected Achievements

Significantly improved recruitment/operations. Target had dismal sales EBITDA, rate for college recruitment, and other key metrics. Many leadership positions remained unfilled up to 60 days. Store openings/remodels were over-budget. Created college recruitment strategy, ensuring assignment of top talent to high-volume/EBITDA stores. Filled 100+ executive positions. Reduced underperforming stores from 14 out of 52 to three, best in region.

Achieved dramatic results during reorganization. Toys -R- Us/Babies -R- US acquired FAO Schwartz Las Vegas flagship. All performance metrics were sub-par. Ensured best-performing leaders were assigned to top stores, provided direction on site selection, and built customer-focused culture to boost guest satisfaction metrics. Upgraded Store Managers at 23 stores. Achieved -Best-in-Company- in guest satisfaction/employee engagement.

Transformed region from worst to best. Banana Republic`s Canada region was lowest on all performance indicators. Led team in building solid regional operational pricing, inventory and merchandising strategies to help reverse this trend. Grew sales volume 14% while boosting gross margins and customer service scores.

Reversed poor performance metrics in virtually all operational arenas. Charlotte Russe Holding suffered from poor sales, conversion, EBITDA, customer service and business productivity performance. Established new and improved SOPs, training, recruitment procedures and real estate strategy. Vaulted store sales nearly 12%, reduced shortage from 3.22% to 2.68%, and improved in-stock and guest satisfaction metrics by 10%.

Standardized polices/procedures to keep pace with market expansion and customer growth. Newly-acquired Banana Republic division lacked standardized procedures and resources to access them. Leveraging Best Practices from all divisions and soliciting employee feedback, developed and distributed first policies/procedures handbook. Reduced call center calls, and improved key processes compliance and customer satisfaction scores.

Boosted employee retention and service/selling metrics. Banana Republic`s training, field product knowledge and selling metrics needed clarification. Delivered up-to-date information on products/vision at conferences, and designed awards program to promote specific sales behaviors. Grew staff retention 10% and sales/service 25+%.

Reengineered store processes to drive profit improvement. Banana Republic`s call center and store opening processes needed an overhaul. Improved vendor performance benchmarking process, negotiated new preventative maintenance contracts, cut non-value-added services, and reengineered merchandising process. Saved $3.5M in store expenses and generated 3% growth vs. plan. Delivered 24/7 response time/100% customer issue resolution.

Improved audit results and shortage performance. Banana Republic was substandard in audit/shortage arenas. Created cross-divisional team to re-design audit and standardize policies/procedures. Also instituted self-funding divisional operational audit incentive, achieving operational audits above 90% and 2.7% shortage improvement.

Turned around Zone performance. Borders` Western Zone metrics were dismal. Identified/resolved issues and boosted performance in top sales/EBITDA stores. Improved execution of SOPs and shortage, Built customer-focused culture. Filled all open positions. Achieved #1 in company in sales, payroll, operational audit and shortage results over previous year and to plan.

Career Overview

Operations Director, 2012/Current, Fresh and Easy/Division of Tesco, a British multinational grocery and general merchandise retailer. Third largest retailer in the world with stores in 14 countries. Accountability for annual sales of $1B, entire field organization of 200 stores in the states of California, Arizona and Nevada; 3 Regional Directors, 17 District Managers, Support Office Director, Retail Support Office including Operations, Communications, Loss Prevention and Financial Operations within Southern California.

* Responsible for formulating and executing business strategies, financial controls, and process improvements to deliver financial goals while supporting bank review of Company.

* Identify, develop and retain high performance talent to deliver ambitious goals.

Western Zone Vice-President of Stores, 2010-2011, Borders Group, Inc., a leading global retailer of books, music, movies, and gift and stationery items. Held full P&L responsibility for 292 stores in 17 states including Alaska and Hawaii, generating $1B+ in sales. Managed annual budget of over $100M.

* Recruited, trained and developed over 22 District Managers, 292 GMs and 350+ Assistant Managers.

* Coached, led and retained district teams through extensive company reorganization, national reduction in workforce, and successful sale of Company while exceeding zone sales and financial goals.

* Led team to achieve first place in company in sales, payroll expense, operational audit and shortage results over previous year and to plan.

Regional VP of Stores, Pacific Region, 2008-2010, Toys -R- Us, Inc., the world`s leading toy and baby products retailer. This Fortune 30 Big-Box retailer operates more than 1,550 stores, including 850 Toys "R" Us, Babies "R" Us, and FAO Schwarz stores in US and 700+ international stores in 33 countries, consisting of both licensed and franchised stores.

* Held P&L accountability for 150+ stores in 10 states including Alaska, generating $1.3B in annual sales.

* Recruited, trained and developed over 12 District Managers, 156 Store Managers, 320 Assistant Managers and Director of Operations.

* Managed annual budgets of $100M+ and over 168 personnel.

* Led, mentored and retained district teams through extensive company reorganization, national RIF and acquisition of FAO Schwarz Las Vegas Flagship while exceeding regional sales and financial goals.

* Trained, drove accountability, provided follow-up and ensured utilization of new company operational and expense reduction programs and tools; delivered consistent in-store stock levels, brand standards and fast service through knowledgeable, available employees and fast checkout. Exceeded sales goals, guest service and operational metrics to budget.

* Executed all regional store openings and remodels on time and under budget. Provided direction for real estate growth strategy development and store selection.

* Created strong regional team culture, delivering best company employee engagement survey results, highest/most improved employee participation, and best retention of management and hourly employees.

* Ensured all open positions were filled ahead of real need and under budget.

Group Director, 2005-2008, Target Stores, Target Corporation, the nation's second largest discount chain, operating about 1,600 Target and SuperTarget stores in 48 states, with annual sales revenue of $59.5B,

* Responsible for $3B territory, six District Team Leaders, and 52 stores in Southern California. Exceeded sales and financial goals and drove fast-service culture.

* Transformed group from lowest to first, earning best-in-company recognition for results in all financial targets and key performance metrics: Sales improvement to last year; best improvement in overtime; best campus mix improvement; best margin improvement; and shortage improvement of .05%.

* Filled over 100 executive openings, building District Team Leader bench and executive bench at all levels.

* Fostered commitment to Best Practices, achieving improvement in red backroom stores from 14 to three, best in region. Delivered region`s best number of Achieving Excellence stores based on profitability metrics.

* Executed all group store openings and expansions consistently on time and under budget.

* Served as Target Executive Sponsor for National Hispanic MBA, Association of Latino Professionals in Finance and Accounting Summits, and InRoads Conferences.

SVP/Director of Stores, Central Office, 2004-2005 Charlotte Russe Holding, Inc., a $539M national retail chain with 360 stores. Direct reports included six Regional Managers, 44 District Managers and 17 key central office personnel including VP of Visual Merchandising, Director of Store Operations, and Director of Loss Prevention.

* Accountable for 293 Charlotte Russe stores and 67 Rampage stores in 40 states and Puerto Rico.

* Improved consistency of business results and key performance indicators to goals, while building field infrastructure supporting national expansion to 700 stores at a rate of 50-60 stores a year and $1B in sales over five-year period.

* Implemented standards for span of control, volume, geographic alignment, annual review, goal setting and quarterly update processes.

* Established new SOPs and on-boarding training programs for field management levels. Provided key reporting of performance indicators to drive results and accountabilities.

* Orchestrated all store openings and remodels in the company, consistently on time and under budget.

* Developed real estate growth strategy, store selection and field geographical alignments.

* Designed and executed five-day field leadership conference and training at RM/DM level. Filled 16 open RM/DM positions, with more than 25% having been vacant for more than 60 days.

* Improved store sales from $456M to $539M. Delivered improvement in all business indicators for quarter compared to previous year in sales growth, UPT, ADT and DPH to company goals.

* Re-engineered visual execution and improved size availability through new merchandise replenishment and backroom organizational processes.

* Reduced internal/external theft to improve total inventory shrink from 3.22% to 2.69%.

Board Member, 2003-2004, San Luis Obispo Children`s Museum. While simultaneously serving in a corporate position, led Capital Campaign Steering Committee that raised funds for new building construction. Helped Real Estate Committee develop and finalize RFP for selection of construction company.

The Gap, Inc., 1984-2002. Promoted to increasing levels of responsibility by this $14B global retail chain with 4,200 stores, 169,000 employees and trade names that include Gap Kids, Baby Gap, Banana Republic and Old Navy.

Senior Director of Financial and Store Operations, Banana Republic, 1999-2002.

* Achieved net profit goal of $250M and saved $3.2M in store expenses by developing shared service agreements, improving performance benchmarking, aggressively negotiating new preventive maintenance services, and eliminating non-value-added services.

* Orchestrated all store openings and expansions in the division consistently on time and under budget, including opening of largest flagship formats and new concept stores. Developed real estate growth strategy, points of distribution strategy and store selection process.

* Implemented new labor management standards and delivered $3M in payroll savings.

* Reengineered merchandising processes, increasing customer conversion rates and generating one-year payroll savings of $5M+.

* Customized re-stocking plans for top 35 stores, generating 3% growth over plan in sales and conversion.

* Rolled-out customer service support center, with 24/7 response time/100% problem resolution on all calls.

* Designed shortage reduction plan and implemented new audit program to secure operational controls and company assets. Ranked #1 division in the company, with operational audit scores between 85%-90%.

Regional Manager - Canada, Banana Republic, 1996-1999.

* Transformed region from poorest to first, earning best-in-company awards for results in all financial targets: 14% increase in sales volume and 17% in comp sales; 6% improvement in Sub1 payroll; .5% decrease in shortage at cost; 10% above company average in management retention; 7% increase in contribution, 2% growth in gross margins; and 7% improvement in customer service scores.

* Instituted massive culture change resulting in improved retention, loyalty among staff, and best-in-company goal achievement. Developed new talent base, including first-time transfer of three Canadian managers accepted for US headquarters positions.

Director of Store Operations, Banana Republic, 1994-1996. Promoted from Store Operations/Communications Manager, 1989-1994. Developed/coordinated store operations, communications, and training for all facets of store management and customer service. Established sound internal controls to protect assets and reduce shortages.

* Organized conferences to deliver company vision, goals, and key messages. Led fast-paced process reengineering initiatives to keep pace with market expansion and customer growth.

* Designed awards programs to recognize outstanding field leadership and contest programs to promote specific selling behaviors. Created and delivered effective training programs to improve product knowledge and customer experience.

* Developed first policy/procedures divisional handbook. Coordinated process improvements for all stores.

Earlier: Store Manager, 1984-1989, with consistent promotions to manage higher volume stores.

Education/Credentials

Six Sigma Green Belt-certified, Villanova University

Leadership Development Program, Center for Creative Leadership

Coursework in Business Administration, San Francisco State University

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