To obtain a position that will utilize my relentless focus on driving sales, the client experience, and increased company profit, as well as drive sustainability and brand awareness.
DISTRICT MANAGER SLEEP NUMBER JUNE 2013-PRESENT
Responsible for rebuilding an underperforming market in San Francisco.
Head program to find, develop, and retain top talent in a challenging recruiting environment.
Oversee multiple Area Managers, and twenty-two retail stores in Colorado, Utah, Montana, Wyoming, and South Dakota.
Drive and maximize district sales, profit and key performance indicator (KPI) performance.
Work with Regional Vice President and Real Estate Team to find locations in missing target areas where we can gain share within the district.
Opened 6 new stores in a year.
Directly responsible for the selection, coaching and development of high caliber store sales managers and their leadership of the sales force.
Conduct store leadership visits and operational audits to ensure that all activity within the store, and the appearance of the store is in-line with the Sleep Number brand.
Play a key role in the broader strategic planning of the assigned district, particularly as it relates to sales events, store manager bench-strength development and real estate decisions.
Partner with Talent Acquisition to recruit and hire Sleep Professionals and Store Managers.
Ensure compliance by all store employees of policies and procedures set for the Retail Division.
Communicate and ensure execution of corporate strategies and sales training procedures, particularly through leadership of effective onboarding, performance management and district training meetings.
Responsible for controlling expenses to remain within budget guidelines for assigned district.
Act as the primary liaison between the largest district in the company, the RVP, and Home Office.
Lead multi store leaders to achieve success as they transition into a district manager role while reporting to me.
Awards and Recognition
2017 Highest Growth over LY in Core Market Q3 & Q4 San Francisco
2017 Only district to have all stores over delivering on plan Q1 & Q2 CO/WY/SD
2016 #1 DM in company through:
o#1 in volume and profit
o#2 in profit per store
o#5 in percent to plan
oCSO approached me to take on two underperforming territories in Montana and Utah, and made them profitable to finish #5 percent to plan overall
2015 District Manager of the Year through:
o #1 % to Plan
o #1 Comp Sales
o #1 Volume per Store
2014 #1 Multi Store Leader in percent to plan and key performance indicators
STORE MANAGER SLEEP NUMBER JUNE 2007-MAY 2013
•Ensure a world-class customer experience. Utilize a proven sales process to discover each customer’s unique sleep needs and lead them through a selection of Sleep Number products that will deliver an unparalleled sleep experience, while becoming the world’s most beloved brand.
•Drove store performance to become the number two store in the country in 2012, and 2013.
•Build relationships with customers and team. Proactively and effectively communicate product features and benefits, as well as promotional information and store procedures. Provide timely, relevant customer follow-up and employee coaching.
•Lead store operations, recruiting, management, training and sales functions, ensuring productivity, compliance with company policies and team effectiveness.
•Found business in off season through events. Specifically started up a relationship with the Better Living Show, a green event for the Portland Oregon community.
Awards and Recognition
•2012 #2 Sales Manager in the country
•2011 #2 Sales Manager in the country
STORE MANAGER EASTMAN FURNITURE JUNE 2005-JUNE 2007
•Build relationships with customers, designers, and team. Proactively leverage a book of business to partner with Entertainment Industry’s needs, and build a unique clientele base that thrived off repeat and referral business.
•Demonstrate a tenacious drive for results as it relates to the high end Los Angeles elite client.
•Educate team on unique attributes of recycled, reclaimed, and historic imported furniture.
•Leverage company programs and tools to generate local market awareness and drive store traffic.
FINANCE MANAGER SUBARU OF NEW ENGLAND SEPTEMBER 2003-APRIL 2005
•Oversee dealership customer loan origination and approval process.
•Establish and maintain strong relations with our lenders.
•Determine the customer’s need for financing and explore payment options.
•Establish a positive relationship with customers as they are presented products and services.
•Present warranties, credit insurance, GAP insurance and other beneficial products offered by the dealership.
•Secure and finalize transactions in a legal and ethical manner while maintain a high level of productivity.
•Meet monthly forecast for finance and insurance income, penetration levels and customer satisfaction.
Humboldt State University 1995-1999