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GET TO KNOW ME

Name: Newbold Retail Designs
Telephone: 7077204774

If your company could benefit from a mission-driven leader with a distinguished career in visual merchandising, operations and capital projects, please take a review of my profile.

What makes me stand out from the competition is my radical success in identifying problems and solutions to create sustainable and profitable business decisions based on the organization’s core values.

I have demonstrated success in executing strategies to optimize company and asset growth while ensuring expertise and effectiveness across operating platforms.

I have a remarkable background of setting goals, managing budgets, and addressing operational problems.

Contact Me

Skills at a Glance

Knowledge & Expertise

Customer Service

Do what's right for the Customer
The thing that sets us apart
Train knowledgeable Staff
The right product/right time

Project Management

Knowledgeable in Process Improvement
Budget Ownership
Cost analysis

Retail Operations

Process Improvement
AOP budgeting
OpEx P&L ownership
Systems for Scalability

Visual Merchandising

Customer focused
Creative fixture concepts
Signage that is clear
Create a Call To Action
Easily maintained by the Team

Team Development

Hiring for Attitude
Training for Aptitude
Working Cross Functionally
Performance Management
Servant Leader
Developing future Leaders

Store Development

Site selection
Real Estate
Bid management
Fixture development
Construction

PROFESSIONAL HISTORY

My Qualifications

April 2010 - April 2022

Senior Director,
Visual Merchandising
Store Operations &
Development,
Comoto Family of Brands

Visual Merchandising Responsibilities

Led new product rollouts and existing product changes to leverage sales and gross margin. Managed the monthly ad set to ensure the highest level of store execution with the fewest resources. Managed store display execution processes. Developed and implemented high-impact store display strategies across three different brands (Cyclegear, J&P Cycles, Revzilla).

Key Accomplishments:

Created and implemented a plan-o-gram program to provide merchandising consistency across 170 retail stores
Developed four distinct store environments that enabled brand separation to cater to distinct customer profiles
Managed vendor relationships for fixture procurement to maintain budget and quality

Store Operations Responsibilities

Coordinated support team members to act in an effective manner to ensure individual store issues were resolved quickly. Monitored the effectiveness of the alarms systems, CCTV and break-in procedures, and theft prevention. Collaborated with FP&A on annual budgeting and monthly profit and loss review. Developed store audit procedures to improve operational efficiency and customer satisfaction. Decision maker on any vendor buying agreements for store supplies or service contracts. Environmental, Social and Governance committee member.

Key Accomplishments:

Implemented a corporate travel booking and expense program that allowed for visibility and control of corporate travel expenses.
Implemented the Corporate Mobile Device program to better control company cell phone expenses with improved productivity.
Built out the support team from three to twelve to better align store support activities and still leverage G&A expenses for the department.
Produced nine annual company leadership conferences for 250-300 attendees and 35-50 vendors

Store Development Responsibilities

Managed the new store opening process from fixture sourcing to construction oversight. Oversaw all capital projects. Provided guidance for site selection on new stores and relocations through active real estate committee participation.

Key Accomplishments:

Planned and executed the opening of 70 new stores across three brands that helped to double the company's top line sales
Worked cross-functionally on all new stores and remodels to reduce capex spend by 25% on a per sqft basis
Oversaw the remodeling and/or relocation of 25 existing stores, both +/- sq ft to improve sales and EBITDA
Developed and implemented the only customer-facing motorcycle wind tunnel in N. America
Produced four special selling events at international race events (MotoGP) utilizing small store concepts for additional revenue and grassroots marketing
Instituted environmentally friendly lighting and energy management system for all company locations
Featured article and on the cover of Commercial Construction & Renovation Magazine in 2014

November 2007 - April 2010

Regional Manager,

Merchandising Execution

The Home Depot

Responsibilities

Executed the merchandising strategy for 109 stores. Developed and implemented a program to grow a team from zero to over 1100 that would cover 109 stores consisting of a team of District Managers, hourly supervisors, and associates. Worked directly with Regional Merchandise Managers to identify new product needs and slow selling products to be eliminated to help drive top line sales and gross margins. Prepared and presented reporting to highlight product sales opportunities to be addressed and winners to be shared with other stores. Planned for budgeting and payroll with monthly profit and loss reviews. Collaborated with HR for hiring events to build out initial teams and sustain head count for turnover. Mentored DMs and staff through regular store walks with KPI reviews. Coordinated team activities in collaboration with the Product Merchants. Communicated merchandising execution to District Managers and Store Managers to ensure individual stores were accountable. Taught classes to store leadership teams on visual merchandising, product knowledge and standards of execution.

Key Accomplishments:

Maintained payroll on budget at a 11% target by monitoring monthly and making appropriate adjustments
Average Voice of Customers rating was 9.6/10 over a two-and-a-half-year period based on surveys conducted with the stores serviced
Exceeded sales and profit goals in 7 out of 10 departments through training store staff on correct product knowledge
Maintained P & L budget 14% below target through consistent monitoring and adjustment of business practice
Positively impacted roll-out time by 4x by applying procedural learnings over time

1998 - 2000 / 2004 - 2007

Store Manager,
The Home Depot

Responsibilities

Managed all aspects related to running four individual home improvement retail stores in the Albuquerque and Sacramento markets. Supervised and led a team of 150 hourly employees. Mentored and coached up to six salaried assistant store managers at a time. Oversaw the budget, payroll, while tracking sales and profit goals. Developed leadership teams to make independent decisions in complex situations. Taught and trained new store managers as one of the district's subject matter experts.

Key Accomplishments:

Averaged 5% - 9% positive store comps by making customer service the primary goal
Reduced Inventory shrink by 25% YoY by implementing operational best practices
Received personal commendation from the Divisional President for subject matter expertise

2000 - 2004

District Manager,
Pro Sales
The Home Depot

Responsibilities

Launched the Pro Sales initiative for a district of twelve stores. Identified space to coordinate construction to accommodate a commercial sales counter and product holding areas which increased customer service capabilities. Monitored, coached, and mentored teams to increase sales volumes and grow assigned accounts. Increased sales with top accounts by discussing large volume sales or operational opportunities that would have a positive effect on their business. Oversaw the tool rental business in four stores, ensuring each center was maintaining their fleet at peak efficiency. Analyzed associates’ performance through 1:1 coaching to improve customer interactions.

Key Accomplishments:

Maintained employee attrition at less than 10%, which is well below the industry standard
Developed and implemented a Pro Customer parking initiative to provide a superior customer experience