Dylan Hamilton

• In my two years leading the Nike Edinburgh team the store sales increased by 25%. In this same time each controllable metric saw similar increases. This includes conversion and unit movement.
• Trained and developed the leadership team in Edinburgh to bring the store in line with Nike best practices. This led to multiple promotions for the team to other locations. This location had a leadership team of 10, with a total headcount of up to 60 team members.
• Trained and developed leaders from other Nike locations in Kentucky, Indiana and Ohio to assist with leadership changes in each location. This meant spending time on site with new store managers developing them and their teams. I was also the point person for a store remodel at one of these locations to assist a new store leader.

Assistant Head Coach overseeing both Product Life Cycle and Athlete Services.

• Optimized store displays and appearance via strategic merchandising principles for initiatives. I did this by creating a team of people willing to take chances with their merchandising principles.
• Conferred with other leaders in the store to find ways to maximize our productivity in the store allowing us more flexibility in shaping our processes, especially with shipping and receiving.
• Helped lead the store to its best sales year in its history while seeing increases in all of our KPI's while also managing the payroll to a net flat spend over multiple years. This was a team that often included up to 80 total team members.

As a Coach at the Nike Factory Store in Monroe I have had both Footwear and Operations as my Departments of Responsibility.

• In my year in charge of footwear we saw the business grow double digits versus the previous year. We did this by changing the way we view service in the footwear department by creating an emphasis around one on one service. This also helped to increase our stores conversion (transactions/traffic) by nearly 4% which was the highest lift in our district.
• As the Operations Coach I was put in charge of digital for the second half of the year. Over that time the digital aspect of the business doubled in our store against the year prior. We finished those six months with more than two percent of our business coming from digital sales of product which was above the company goal. In this current fiscal year we are at a 3% in total digital sales.
• As Nike changed it's focus to becoming a service based company I worked with the other leaders in my store to revamp the way we taught our orientation classes. In this revamp we spent more time teaching service skills and the using of technology to make sure that our consumers had the best experience possible while shopping with Nike.