Hannah Berg

• As the Store Manager for Stella McCartney’s US Flagship, I oversee the operations, merchandising, and overall performance of the brand's largest and most prestigious store in the country, serving a diverse and discerning clientele.
• Over the course of my first several months at Stella, I lead the store team in drastically improving the stores inventory shortage from a “red flag store” of 5.6% shortage in Oct. 2022 down to 0.2% in October 2023, putting the flagship store into a green zone store for the first time since 2020.
• Increased the stores sales generated by client dollar by +60%

Impact from CRM generated sales include:

• Reactivated 6 and 9 month lapsed clients seeing an increase of +15% from outreach focused on those client segmentations.
• Quarterly clients increased by +20%
• VIC sales increase of +23%
• Walk-in Prospect clients turned sales increase of +45%
• Overall increase of +58% for store prospect / data capture.

Through monthly anonymous surveys the stores operations, sales and Jr. leadership teams, the company saw an 82% increase in positive reports when I stepped into the role. Measuring individual and store moral, drive, support and satisfaction with senor store leadership, with comments such as,

“After 2 years of being apart of the NYC store sales team, I have never felt more heard from a store manager, Hannah genuinely cares about my success in this company.”

• Increased store profitability by implementing cost-saving measures and efficient inventory management strategies.
• Developed a successful employee retention plan, reducing staff turnover rates significantly.
• Collaborated with other managers to develop company-wide initiatives aimed at improving overall performance across all locations.
• Maintained open lines of communication with corporate headquarters, sharing pertinent information about store performance and requesting support when needed.
• Managed financial aspects of store operations, including budget planning, expense tracking, and accurate record-keeping to maintain fiscal responsibility.
• Organized special events such as seasonal sales promotions to drive foot traffic into the store and increase sales opportunities.

• At a higher level, my focuses and personal priorities as the most senior leader in-store include: Partnering with the East Coast Store Managers in creating monthly, quarterly, and annual strategy plans to achieve store sales and sourcing goals
• Responsible for the success of a team consisting of Omni Experience Managers, Sourcing Specialists, Sales/Client Experience Leads, and Retail Operational Teams
• Managed all staff scheduling, hiring, and recruiting, escalated client issues, product allocation, and training, oversaw store operations, visual merchandising, and client services
• Working with the Director of Merchandise in the buying process to ensure that the store's product allocation is thoughtful and impactful
• Actively staying educated on the current industry landscape and the company's direct competitors to cultivate new ways to drive the business and store sales
• Mentoring and training retail teams and leaders while developing their inherent talents and learned skill sets to guide their growth trajectory forward within the company
• Increased store sales by implementing strategic marketing campaigns and promotional events.
• Enhanced customer satisfaction by ensuring exceptional service, product availability, and efficient operations.

Brought on as an Independent Contractor for initially one month but extended to 3 months due to the success of my brief time with the company building the brands retail space who had previously seen success on the ECOMM side of their business but upon the opening of their first brick and mortar last January in Soho, as an accomplished expert in creating a successful retail business I lead the charge in navigating a side of the market the company had yet to tap into

• Served as key liaison and Subject Matter Expert (SME) to sales teams and management for all product information
• I was the source of ever-evolving product knowledge guides and employee development structures for the sales teams
• Responsible for daily management, planning staff schedules, overseeing appointments, and promoting the success of the team overall by having established individual growth strategies and identified strengths/opportunities that allowed me to provide the tools necessary for each team member to see success in reaching their sales goals
• Reported directly to the CEO and Designer and served as the primary point of contact for the retail side of the business
• Create and implement product knowledge and sales training initiatives as well as forming the company systems/policies to be used as cross-functional best practices among all departments
• Expanding sales through wholesale markets
• Acting as the lesion between buyers and the brand's founder/designer
• Recruiting, hiring, and retaining talent
• Boosted sales revenue by developing and implementing strategic sales plans and initiatives tailored to the organization''s goals.
• Enhanced customer satisfaction with a focus on fostering long-term relationships, consistently addressing client needs, and providing exceptional service.

• Brought on to M.M. LaFleur to re-open the company's Bryant Park showroom that closed for a year due to the pandemic. My role and accomplishments in the re-opening process include,
• Creating client-facing showroom COVID safety protocols and policies
• Interviewing and hiring a stylist team of 4
• Updating the showroom systems such as the appointment structure, clienteling system, order management platform
• Managed inventory levels for optimal stock availability, resulting in reduced backorders and customer wait times.
• Updating overall showroom aesthetic, from decor to display fixtures down to stock room organization
• Working with the Merch team in the showroom buy, from what product to bring in down to the stock levels of color and size
• Creating individual stylist development plans and performance trackers as well as overall team training initiatives in sales, product, and appointment flow structure
• Upon re-opening the showroom on September 7th, a short summary of my day-to-day responsibilities and focuses as Showroom Manager included the following: Monthly stylist schedule, daily showroom 'zone chart' outlining each stylist's day by the hour and managing the client appointment schedule
• Overall order management for the showroom, overseeing shipping/receiving timelines, and troubleshooting any potential order discrepancies
• Continuously training the stylist team in handling client issues and being the 1st line of defense for situations that need to be elevated to a manager level
• Administering any employee disciplinary actions
• Responsible for all weekly/monthly sales, payroll, inventory reporting, and client/appointment data for the company's higher ups and executive board
• Managing the day-to-day workflow of the floor and sales team
• Visual Merchandising, store display, and updating mannequins
• Collaborating with the Events Manager/Marketing team to create and execute in-store as well as virtual promotions and events
• Inspire the stylists to achieve their individual sales goals and partner with my team to be a source of motivation as well as a supporting tool to actively drive store sales to hit/exceed monthly forecast goals.

• I was hired at New York Dress as a temporary employee for the company to reopen their only showroom at their new Brooklyn location
• My primary role in the opening process and responsibilities on a day-to-day basis as Showroom Director consisted of the following: Partnering with the co-founder and CEO in the build-out of the raw space
• Designing the overall decor and layout
• Establishing an appointment-based retail structure to improve upon their previous walk-in-focused business
• Recruiting, interviewing, and hiring a sales team, a shipping/receiving lead as well as an Assistant Showroom Manager
• Creating and implementing the showroom's new hire training program as well as employee development structure and initiatives
• Introducing a more efficient payroll platform and implementing a new POS system
• Acting Buyer, curating the product and designers brought in the showroom based on analytics from the company's very successful ECOMM business, trend forecasting, target demographic, and current consumer session
• Managing the daily appointment schedule, Staff scheduling, and payroll
• Processing showroom orders with designers, overseeing operations and shipping/receiving timelines, troubleshooting any potential order discrepancies
• Administering any employee disciplinary actions
• Daily EOD and monthly EOM reporting to the co-founders/CEO

• Managed the buying process for the NYC and flagship store each season
• Analyzed quarterly and annual best-selling product reports, reviewed client feedback, and identified current needs in the product inventory
• Acquired a keen ability to identify upcoming sales trends, helping the company to maintain its rank as a leading competitor in the bridal industry
• Collaborated with 25 contracted designers to establish seasonal guides for mapping product knowledge by style including fabrications, customizations, production, pricing and costs, designer information, designer-specific measurements and sizing, and product up-selling strategies
• These guides became valuable tools in driving up sales, increasing sales close rates for first-time clients, strengthening product knowledge of the sales team, and gaining client trust
• Trained and motivated a high-performance sales team to drive high sales volumes while achieving store goals and individual team member sales quota
• Cultivated and fostered a positive and productive environment for staff
• Focused staff training on the daily store operations, client appointment structure, product knowledge, sales techniques for closing and upselling, customer interactions, resolving client issues, delivering superior customer service, and maximizing client referrals
• Played a key role in building five new partnerships and exclusive brands for the company
• Traveled to other store locations to recruit, interview, hire and train new team members as well as corporate-level store managers
• Managed the successful opening of several new store locations including the Lovely Bride branches in Houston and Seattle
• In Seattle, interviewed and hired a store manager and a three-member stylist team
• Managed visual merchandising and floor planning, and took over the buying process for the store
• Analyzed sales data and identified top-selling products and inventory needs based on the client base and bridal gown trends
• Created and successfully implemented product knowledge and sales training initiatives, which increased the store’s closing ratio by 38% and are now considered as the training best practices for the company
• Appointed as the lead in designing the Lovely Brides sister website Halo
• Self-taught in two weeks how to build and navigate a website using the Shopify platform
• Partnered with the Head of Marketing to ensure brand representation
• Sourced and uploaded all company products onto the site for all store locations
• Coordinated, booked, and schedules the annual designer Trunk Show

Accomplishments:

• Over 1.8 million in personal sales since start date (average PPI: $5k) Consistently at a 48% closing ratio in personal sales, one of the top two highest in sales company-wide
• One of two of the most frequently Yelp-reviewed NYC employees with a 5-star record resulting in becoming a Lovely Bride NY yelp page highlight
• Introducing and bringing on 3 of what are now part of the top 5 best-selling designers’ company wide.

Field Manager for the top grossing doors in the NYC metro territory. Accounts including; Barneys, Bergdorf, Bloomingdale's, and Saks Fifth Avenue

• Streamlined field operations for increased efficiency through regular process evaluations and adjustments.
• Enhanced team productivity by implementing efficient scheduling and resource allocation strategies.
• Developed and instructed training workshops and seminars for floor managers and the sales teams on products, styles, and sales techniques for each new clothing collection
• Drove sales to meet monthly, quarterly, and annual quotas and identified areas and opportunities for improvement
• Implemented standards for visual merchandising based on the shop floor of each store while ensuring on-brand representation
• Served as liaison between account executives and management teams in each department store, and point of contact for daily operations, new products, staff hiring, and internal store issues
• Collaborated with the buying teams from each door, attending all seasonal market appointments for each store and provide assessments of inventory needs, and determine which styles to purchase based on best-selling sales reports and customer feedback.