SUMMARY OF QUALIFICATIONS

Highly motivated, results-focused management professional with a solid record of

increasing sales, improving efficiency and motivating employees. Demonstrated
background of earning increased responsibilities, developing effective promotion
al campaigns and employee training programs. Proven skill leading large teams t
o complete major projects that improve profitability and customer service. Exce
llent communicator able to influence teams to understand company objectives, man
age change and resolve issues.
PROFESSIONAL EXPERIENCE
COMPANY CONFIDENTIAL ?V Nashville, Tennessee but relocating to Palm Desert, CA
2007-Present
District Manager
Responsible for the operational performance of the front store, pharmacy, and in
-house clinic retail business and 4 wall profit of 22 stores in the Nashville ar
ea, totaling more than $120 million in annual revenue.
?XDeveloped marketing programs with Vanderbilt University, Nashville Predators,
Glaceau, The Tennessean and Pepsi.
?XDeveloped marketing programs and community outreach programs with the followin
g charitable organizations: American Diabetes Association, Santa for a Senior,
American Heart Association, Susan G. Komen, Nashville Rescue Mission, ALS, Easte
r Seals and the American Arthritis Foundation.
?XEnsured successful rollout of Pharmacy system conversion and PBM crossover pro
gram implementations.
?XOrganized and led team to complete 10 store remodels in 2008?Xall were complet
ed on time and on budget.
?XEnsured hiring and development pipeline was optimal to enable 2 key managers??
6-month participation in company expansion.
?XCurrent 2010 shrink is 21.68% favorable to budget.
?XOverall Customer Service Scores Improved from Bottom 3rd in Company in 2007 to
Top 11% in Company in 2009.
?XImproved customer service metrics to ensure District is Top 10% in Company in
following categories: Pharmacy In-Stock, Front Store In-Stock, Front Store Chec
kout Efficiency, Front Store Courteous/Friendly.
?XAwarded stock options grants for successful performance in 2008 and 2009.
?XDeveloped ??Best of the Best?? quarterly and year end award to improve manager
performance.
HEALTHWAYS, INC. ?V Nashville, Tennessee 2005-2007
Director of Operations, Health Support
Oversaw 4 Operations Managers servicing approximately 70 Direct to Employer acco
unts ranging in size from 1000 to 10,000 lives. This comprised approximately 80
% of all Wellness revenue.
?XCo-led team of IT, Logistics, and Health Support to develop a monthly file pro
tocol and account rollouts.
?XLed team of Operations and Sales to develop a standard Sales to Operations han
doff process. The goal of this Six Sigma project reduced implementation time by
5 days.
?XRecruited, hired and trained 3 new Operations Managers.
?XProposed organizational changes to Operations Management to Health Plan and Di
rect to Employer verticals.
?XReceived 2006 Team Achievement Award for involvement in the CareFirst rollout,
including customer service transition to the Care Enhancement Center.
?XCompleted Six Sigma Green Belt training Spring of 2006.
?XManaged the following accounts in addition to department management: Noranda
(Medco), The Hartford (Medco), Noranda Aluminum (Medco), Dawn Foods, and the Wel
lmark House Account.
LOS ANGELES TIMES ?V Los Angeles, California 1998 ?V 2005
Sr. Manager, Business Development Projects 2000 ?V 2005
Continued forward progression to drive efficiency enhancements, lower costs, boo
st customer service and increase circulation. Collaborated with project teams to
develop and implement projects in compliance with budget and time requirements.
Presented project proposals to senior management for approval, evaluated legal
implications of projects and developed metrics to track results. Served as res
ource of support on additional company projects. Directed project teams consisti
ng of over 20 managers.
?XGarnered operational savings of $8 million from an ongoing project aimed at ac
quiring and retaining subscribers in a highly cost-effective manner; consulted w
ith team to design project, evaluate costs and formulate execution plan.
?XLed team of 50 in a project to outsource retail distribution to independent di
stributors; efforts resulted in improved customer service and annual operating s
avings of $4 million.
?XOvercame resistance from team involved in above project by conducting team bui
lding sessions to identify concerns and to communicate the need for change; many
displaced personnel landed jobs with independent distributors.
?XEliminated unnecessary overprinting of newspaper by monitoring and reducing or
ders to produce annual savings of $300,000.
?XCoordinated cross-functional teams in defining opportunities to improve operat
ions; collaborated with business analysts to develop operating budgets and evalu
ate project ROI.
Sales Development Manager 1999 ?V 2000
Advanced to create and execute sales and marketing strategy for the Los Angeles
market by collaborating with concept designers to develop Point of Purchase (POP
) material, promotions and brochures for sales programs.
?XMore than doubled hotel market share from 3,000 to 6,700 rooms by conceiving a
nd negotiating special sales programs during the Democratic National Convention.
?XNegotiated beneficial vending agreements with the Los Angeles Lakers and Dodge
rs, USC Football and other sports and civic organizations which produced a 1,500
increase in annual units.
?XGenerated a 5% increase in sales by initiating and organizing custom signage,
promotional materials and pricing plans targeted toward specific category stores
.
?XCredited with surpassing circulation goal by 1,000 units and eliminating a pre
-existing 1,500-unit deficit.
Retail Marketing Account Executive 1998 ?V 1999
Hired to drive circulation growth through category market expansion focusing pri
marily on coffee retailers. Prospected new accounts through cold calling, and s
erved as liaison between retailers and distributors. Followed up on service iss
ues and resolved billing discrepancies with store accounts.
?XExpanded coffee category to include major, high profile retailers such as Star
buck??s, Noah??s Bagels, Diedrich Coffee and Peet??s Coffee; Starbuck??s account
alone moved 20,000 units per week.
?XBoosted Starbuck??s sales volumes by 10% due to enhancements in invoicing proc
edures and delivery service.
?XDecreased sellouts by 20%, translating into increased sales, by analyzing week
ly reports for shortages, discussing delivery increases with distribution manage
rs and spot-checking all 275 store accounts for quantities and display quality.
?XConducted training sessions to educate hundreds of LA Times and store personne
l on proper merchandising and receiving procedures.
?XEnsured smooth rollout of sales programs and exceptional client retention rate
s by working with distribution managers to assist with implementation.
VICTORIA??S SECRET ?V Torrance & Century City, California 1997 ?V 1998
General Manager
Oversaw daily operations including recruitment, training, merchandising, sales a
nd inventory control and management of 70 personnel for two $1million to $3 mill
ion stores. Balanced payroll budget, participated in district conferences and l
ed hosiery merchandise rollout to all district locations.
?XReduced shrinkage by educating personnel and reorganizing stock room to improv
e inventory process; this resulted in an employee implicating another employee i
n stealing merchandise and subsequent termination.
?XIncreased sales by $30,000 within first three months by assessing traffic to m
odify scheduling and instituting solid selling skills among staff through traini
ng and incentive contests.
VIRGIN MEGASTORE ?V New York, New York 1996 ?V 1997
Human Resources and Training Manager
Accountable for the recruitment, hiring, and training of 300 employees in a $50
million flagship retail music and entertainment store in addition to developing
management and new employee development programs. Processed all new hire paperw
ork, oversaw INS work qualifications, conducted orientation sessions and counsel
ed all employees. Ran newspaper ads, set up job fairs and performed screenings
and interviews of management candidates.
?XAuthored Manager in Training, Train the Trainer and customer care training pro
grams which led to the internal promotion of 15 sales associates to supervisory
positions and five supervisors to management positions within nine months, prepa
ring a strong internal leadership base to support a successful new store opening
in NYC.

THE WALT DISNEY COMPANY 1990 ?V 1996

Disney Store Manager ?V Boston, Massachusetts; Stamford, Connecticut; Jefferson
Valley, New York
Responsible for the continuous improvement of sales and service in stores rangin
g from $1.9 million to $3 million in volume. Traveled to store locations to eva
luate training, recruitment, merchandising, sales and inventory control procedur
es and implement necessary changes. Developed employee orientation programs and
tours.
?XAchieved a 20% improvement in sales plans for four stores by rescheduling empl
oyees according to store traffic to better serve customers, retraining staff to
develop solid selling skills and instituting incentive contests.
?XReceived the Disney Spirit Award for service excellence, an honor awarded to o
nly 1% of company employees.
?XLed assigned stores to place #1 in district out of seven stores for a video sa
les challenge and #5 out of 300 stores for the Lion King sales challenge.
?XRecognized with over 100 guest compliment letters for exceptional service as w
ell as the Cast Member of the Month award for dedication to customer service, re
searching and resolving all guest complaints to promote return visits and full s
atisfaction.
EDUCATION, MEMBERSHIPS AND VOLUNTEER EXPERIENCE
COLBY COLLEGE ?V Waterville, Maine 1990
Bachelor of Arts, English
UNIVERSITY OF CALIFORNIA ?V Irvine, California 2001
Project Management
Member of Project Management Institute (PMI)
Animal Care Volunteer at The Living Desert 2003
2004
Proficient using Microsoft Word, Excel, PowerPoint and MS Project