TaraMcCormackHelmGMAM915
- 1. PHONE: 845-659-3274 TARA MCCORMACK HELM EMAIL:TMACK226@GMAIL.COM 491 Route 32 Apt # 2 Wallkill, NY 12589 GOAL; I am a Retail General Manager, as well as an Area Manager. I have over 17 years of experince in the industry. I have managed locations from 3 million to over 70 million. My goal is to become a district manager or Feild Visual manager within a company with room for growth and advancement. i Am accustomed to both soft and hard lines. WORK EXPERIENCE Home Health Aide | Sailsbury Mills NY 12577 March 2015 to Present. Torn Municucsa Knee in physcial theraphy till futher notice. Home Health Aide | Knee Repacement Therapy -Cornwall on Hudson January 2014- July 2015 Forever 21 | General Manager August 2013 - November 2014 - Palisades Mall West Nyack, Ny 8.5 Million to 11 Million 38,000 SQ FT • Staffing : To take the time in developing, teaching , coaching, being open minded, taking new ideas to make sure we make he best decisions base on the needs of the business. • Profit and Loss: To train all members of the management team and employees of all levels as to what a profit and loss statement consist of. To help the team understand what we can control and what we can not control, to focus on the controllable, to make sure we can make a make a profit by controlling what we can and making sure we know how it affects the part we can not control. As well as what it will bring to the bottom line weekly monthly and quarterly then yearly. • Customer Service: The most important aspect of the business: Knowing who your customer is your customer a contemporary customer or a young contemporary customer. Know what product you offer for both , the shops they have to chooses from we have created to get the clothing to speak for it self but yet have a stylist be able to tell you in the fitting and out on the floor what will work and will make it it take it to the next level. Forever 21 has all ages from small girls to sophisticate young women , to Business clients attending meetings and then out to dinner. The look is so diveres that a customer can walk into forever 21, have what they need for the day night and then the week, we carry plus Men's , accessories, shoes , bags and that also follows into and plus size as well, we want all clients to come in and feel like this is the place where they feel confident in the advice we give, being knowledgeable about our product . • Sales-Budgeting / Payroll: The sales goal are given to us late we go off last yrs. sales but we are going against last year numbers with the new grand opening last yr. And the company and target percentages only make sense if yo do the research and see where we are trending the that 6 to 12 weeks and what the number were last year The Promotional difference , Difference in the staff the knowledge given to the customer , the way service was and what we needed to improve it most of all the product for the customer as we have a huge
- 2. online network and we are one of the stores that volume comes easily when the customer is the boss and you take and ask honest open questions, this truly help the company and the location learn from the mistakes and make a compete turn around with not only that, the competition but the how forever 21 around us we must make sure we know hat last year did for us Levi’s &Co | SR Associate Store Manager Front and Back of House - Nov 2012 - May 2013- 20 Million #1 store in company / 16,800 SQ FT • People/Staffing: To make sure all positions open are filled within a 2 week period. To make sure the orientation it set up 2 times weekly. Make sure employee files are filled out correctly within the on boarding process, enter into ray-mark and set up for all other training within the first 5 day. Train in product knowledge denim leadership, and all areas of the store which includes register taring and standards training To make sure the store is also set up for community service once every 4 months. • Look: To maintain windows, all the visual merchandising aspects are taken care of on a daily basis such as, Touch up mannequins daily, denim stacks are to standard, replenishment is done very 3 hours, all hangers are in question mark form and fixtures and walls re sized. RIG- to make sure proper planning is in place and mapped out prior to setting the rig. Men's women's, kids and accessories as well as signage all needs to be executed 100%. A walk through is done prior to floor set to make plans are executed and adaptations are noted. Knowledge of top 20 sellers location is essential as well as where we stand in company rankings. Two weeks later we do a refresh to make sure we are planned for product flow. We have a meeting prior to a walk through about any changes going forward that are not company wide. Every other week promos are set markdowns are completed and audited and signed off. Responsible for sign package audits and visual updates as provided by company. To also ensure our fitting rooms are clean and accessible always . To make sure the cash rap is clean and full ready to start business the next day. Standards training of all employees. • ServiceCustomer interaction Curve id and Staffing: This is an area where the brand service leader is a main part of the role, To make sure you are a leader on the sales floor, focused on all four touch points of the business which include the greeting at the door, customer service on the sales floor, fitting room service and cash wrap experience.In interaction with customers training and product knowledge are essential to provide the customer with the proper product using our curve id system for females. As well as knowing what style is correct for the male consumer. Staffing piece- to make sure that all the team members are aware of daily goals KIPs, and email capture and curve id goals. To make sure they are chatted in and know the daily promotions and how to assist with the customers making a purchase. In the service piece the most important aspect is that there is the correct amount of employees to service the consumer. • Contribution Staffing, Daily Operations, Communication: Staffing in this part of the business is where the scheduling is important to make sure we have the correct amount of people scheduled for the business projected that day, also includes payroll and to make sure we use it correctly over the 4 or 5 week month. To plan upcoming events and divide the percent based on last year and up coming events correctly throughout that month. The payroll percent for management, sales and stock are different and change from week to week. Payroll is to be check everyday to make sure we are using it according to plan and change depending on business. Process pay roll every Monday and send mid week review by Thursday to DM and make sure PAGE 2
- 3. payroll roll up form is sent Monday and Thursday to DM. Monday the weekly store visit guide is sent to the DM to inform them of weekly agenda. It includes the three aspects of the business, look, contribution and service. Daily operations-to make sure the staff receives information from sales force and store communications. BSL board is ready to go every morning with a daily comp tree to review prior days business and where our opportunities or successes were. Communication throughout the management staff is very important so we know where we are daily, weekly and monthly regarding sales and payroll. Contribution is to update all bulletin boards to make sure the staff are also aware of upcoming events daily and weekly. • Inventory Control / Back Room: This is the area of the business to make sure that shipment is received and processed according to our CRE process. CRE is a customer ready environment. We receive anywhere from 100 to 150 boxes daily with units ranging from 1000 to 2000 daily. The turn around process is 24 hrs, Orange taped boxes is new product to be processed according to the floor set and refresh. The new items are highlighted through the RIG to ensure we have received product. The paper work for the BOL and PO’s also must be kept for 30 days as we do cycle and carton counts. The back room needs to be labeled in all areas ranging from bins of supplies and accessories to the PIPs with the size, color and style of pant or shirt in that area of the back room. Audits and damages are done every 3rd week of the month to ensure the back room is running efficiently and ready for business and replenishment as well as processing. The area of the back room where marketing and visual props are labeled and organized in bins making it easy to set promotions and change out signs as well as props. Safety is a big part of the back room and sales floor area guidelines for ladders are used at all time. The area for cleaning supplies is locked or stored properly and the use of box cutter is maintained as well. The atmosphere must always be professional and CRE. • Loss Pevention:To ensure all three areas of opportunity are reviewed continuously people, paper work and product. To make sure garbage is checked when taken out and clear bags are used and plastic is separated from other garbage. Register audits being done and discrepancies being researched. To make sure anything over or under 5 dollars is reported to retail accounting, SSM ,DM as well as loss prevention manager.To ensure bag checks are done and employee purchases are stapled and left in the office until the employee leaves the store. Their purchase is checked out and given to them when they leave. To ensure we customer service at all times to protect the assets on the sales floor. As well as make sure we review tapes weekly for internal and external issues. Sketchers U.S.A., Inc. |Store Manager , Paramus, NJ- April 2011 - December 2011- 4.2 Million • Daily Operations: Open Store, check voicemail, email, registers, count safe, set up promos, place tags, clean (Windex, mop dust) to make store look like grand opening every day. Close Store, clean, replenish go backs, put away all lacing and displays properly, paperwork, money management. Check voicemail, email, also check schedule and set up planner for next day’s tasks and customer service according to business needs. • Human Resources: To maintain constant communication with employee relations manager, district manager and human resources representative. Provide feedback, coach and counsel. Maintain a zero policy act against all negative behaviors and provide a comfortable work environment. Paperwork such as reviews, PAGE 3
- 4. write ups, warnings, development plans, and terminations. To hire, train and recruit in all areas of the store through the training materials provided by the company and follow up. • Payroll: To meet planned sales goal with 10% of monthly goal allotted to payroll. Sales and payroll numbers are budgeted on a weekly basis as well as daily if sales goals are not met. Scheduling is a key component to ensure the business runs effectively. • Shipment: Tuesday's and Thursday’s are distribution center shipments. As a transfer store we received store transfers five days a week. Stock manager, shipment team and manager walk through for placement of the product. Flow zone a-grams, are done every time we receive a new product (daily excluding weekends). Two major zone changes are done once for spring and summer, and once for fall/winter. • Sales/Customer Service: A key component of sales is product knowledge. All employees try on new product to gain an understanding of the products features and benefits. This also further helps the employee provide the right product for customers needs. By providing several options in style, price and comfort, employees can increase the possibility of a sale as well as encourage the customer to return in the future. Reebok INT| General Manager Multiple Store Locations- Reebok INT -Central Valley, NY- June 2004 November 2008 -9 Million/ Rockport 5 Million # 1 Storein company. • Daily operations: To open and close store. To motivate employees. Give daily huddle, check email, schedule shipments. Go over daily figures from the previous day. Also use daily and weekly sales reports and movement reports. Always game plan for upcoming events in marketing calendar. Use of play book. Check communication board and update. • Personnel: Follow guidelines for unproductive employees. Make sure zero tolerance policy is upheld. Make sure the hiring process is done accurately and the employee files are complete up to date with training tools and necessary paper work. Hire train and fill proper positions with the correct key players. Create a fun and friendly workplace atmosphere. • Sales Figures: To review financial budget and understand finance goals. Know your year to date numbers verse last years. Look at transaction history. Forms used daily comparison sheet. Use the daily sale comparison work sheet. • Audits: Loss prevention audit. Visual audit, Employee audit. Sales audit. Human resources audit. Audits were done by management team on a weekly basis and by the distrust manager monthly. • Measuring current performance goals: To access the stores achievements to reach financial goals using budget and analysis. Customer service, employee knowledge. Also using the weekly audits done by management and monthly audits done by district manager. PAGE 4
- 5. • Managing Expenses: To understand the cost of running the store to ensure the business is profitable. Use of P&L statement, budget payroll goals and using time management task verse service, supply ordering, staffing, training, scheduling and most of all, having the right product for the customer you service. • Competition: To know the market in order to evaluate and effectively deal with competitors. Use grass roots and community to gain business. Be recognized in the community for customer service to beat the competition. • Payroll: Use productivity reports to make sure store coverage is correct at peak times. To correctly utilize payroll when business is not up to budget. Scheduling accordingly to the business trends and receiving schedule to ensure the store operates smoothly and adequately. Time is allotted for tasks and sales to ensure sales are up to par. • Leadership: To be a leader that the team can trust. To be a role model on the sales floor. To encourage and support all team members. To provide positive feedback in all areas of training and areas of retraining. To follow policy and procedure and lead by exampleat all times. • Communication: To communicate internally and externally, and make sure all lines of communication between myself and the staff are open. To ensure lines of communication are open to my supervisors, the home office, mall office and lease holder. As well as with all buyers (only top 12 stores are to do this in detail). To ensure the proper goods are in the store. •Inventory: The store does Inventory themselves with an auditor present but the manager is running the event. •Corporate: To deal with all levels of management including human resources, operations, inventory control, visual team, shipping and receive department. Home Health Aide | Monroe, NY - January 2012-August 2012 Webster Trucking | Chester, NY - Administrative Assistant to Regional Manager September 2010-December 2010 | 9 Billion Kids R US | Middletown, NY and Totowa, NJ- Store Merchant Manager September 2002 - March 2004, 9 Million #1 Store in Company Gap Inc. | West Yack, NY , Woodcliff Lake, NYC Opening Visual MGR NJ- Store Merchant Manager - August 2000 - June 2002, 5-13 Million Nyack, NYC 40 Million, NJ Northern Reflections | West Yack, NY- Sales Assoicate to ASM to Merchant Manager August 1998 - April 2000 5 Million 10,000 Sq Ft EDUCATION PAGE 5
- 6. Rockland Community College | Suffern, NY/ Business Management, Social Economics 2001-2003, AAS Ramapo Senior High School | Spring Valley, NY / Honors Diploma, AP Courses 1997-1999 SKILLS Marketing, Email, Daily Operations, Shipping and Receiving, Budget, Cost Containment, Loss Prevention, Customer Care and Communications, Human Resources, Hiring and Training Personnel, Operations Management, Development of staff and manage career paths, Visual Layouts for Opening new stores, Visual Merchandizing ,Banking, Product Management, Productivity, Leadership, Scheduling Program, Microsoft Outlook, Excel, powerpoint, Mac systems. Please feel free to connect to my LinkedIN profile. PAGE 6
- 7. Rockland Community College | Suffern, NY/ Business Management, Social Economics 2001-2003, AAS Ramapo Senior High School | Spring Valley, NY / Honors Diploma, AP Courses 1997-1999 SKILLS Marketing, Email, Daily Operations, Shipping and Receiving, Budget, Cost Containment, Loss Prevention, Customer Care and Communications, Human Resources, Hiring and Training Personnel, Operations Management, Development of staff and manage career paths, Visual Layouts for Opening new stores, Visual Merchandizing ,Banking, Product Management, Productivity, Leadership, Scheduling Program, Microsoft Outlook, Excel, powerpoint, Mac systems. Please feel free to connect to my LinkedIN profile. PAGE 6