MICHELLE DONOVAN
Grover Beach,California
Summary
TOP-RANKED SALES & CUSTOMER SERVICE MANAGER
Highly accomplished business leader with 20+ years of successful experience in a complex, ultra-competitive industry. Managed several multimillion-dollar locations and achieved exceptional results in each one, consistently driving sales, customer service, and other KPIs to new heights and top rankings. Expertise in sales, customer engagement, clientele development, operations, merchandising, inventory control, recruiting, training, talent development, and much more.
Overview
16
16
years of professional experience
Work History
GENERAL MANAGER
10.2017 - Current
- Michelle is the entire package
- She sets high standards for herself and for her teams
- She leads them to consistently push themselves to improve and Michelle is in her element training and developing a team that is the best
- Michelle demands top level customer service everyday and her teams never disappoint
- Michelle is an amazing leader and someone you don't want to miss out on!”
- D
- Klepper-Mitzel, MBA – Former Direct Supervisor (LinkedIn Recommendation), Brought back to this luxury retailer after previously working for them from 2008-2011
- Took over a remote store that was struggling in multiple areas – quickly turned it around and established it as one of the best in the entire company
- Developed and continue to lead a talented, dedicated, and customer-focused team of 4 managers and 15 associates
- Turned the business completely around with very few visits from the district manager (typically twice a year)
- Drove the store to 6th in the entire company (378 locations) for year-over-year sales improvement
- Increased sales by more than 50% – improved from $2.6M in 2017 to the current $3.95M
- Increased customer service scores 30 points from 69% to a near-perfect 99% – top 3 in the company
- Drove customer conversion from 18% to 34% – ranked 1st in the district (10 locations) for YOY improvement
- Increased the average sale by 40% – improved the average units-per-transaction from 1.45 to 1.92
- Ranked in the top 2 in the district for customer loyalty program metrics
- Increased the average unit retail by 44% – tied for the highest AUR on a 2021 contest (out of 225 locations)
- Awarded a trip to New York City, including a corporate office tour and dinner with senior executives
- Averaged 98% on comprehensive operational audits since 2018 – among the best in the company
- Established a very strong culture – improved communication, accountability, teamwork, and engagement
- Drove employee satisfaction scores from 62% to 99% – improved from last to 1st in the district
- Recorded a very high employee retention rate each year (97% in 2021)
- Recruited and hired 3 new assistant managers and 12 sales associates from other retailers
- Identified, developed, and promoted 3 top performers internally to assistant manager and sales lead roles
- Appointed manager of volunteering & community service, as well as manager of diversity & inclusion
GENERAL MANAGER
Brookstone
04.2017 - 10.2017
- Recruited by the district manager to rebuild a badly understaffed store that was struggling in nearly every area – sales were down -36% prior to arrival, KPIs were not being met, standards were weak, inventory shrink was extremely high, and morale was dangerously low
- Turned it quickly around before unexpectedly needing to relocate to Pismo Beach
- Drove the store from 86th to 32nd in the company (100 locations) on the overall performance scorecard
- Rebuilt the team – hired and on-boarded 3 new assistant managers and 6 sales associates
- Increased sales vs
- LY every month by up to 86% while significantly improving other key performance metrics
- Increased customer satisfaction scores by 42 points – improved from 52% to 94%
- Won a major summer sales contest and performance payout (1 of only 3 winners out of all 100 locations)
- Increased the average sale by 75% while improving the average units-per-transaction from 1.2 to 1.76
- Nearly quadrupled the warranty attachment rate from 7% to 26% – a major profit driver
- Reduced inventory shrink from 9% to just 1.25% – listed the store off the company’s high-shrink target list
- Tripled the store’s operational & loss prevention audit scores – improved from 30% to 97%
- Trained, developed, and mentored a high-potential assistant store manager who took over as GM in October
GENERAL MANAGER
Draper’s & Damon’s
08.2014 - 04.2017
- Recruited by the district manager to take over a store with a long-tenured team that was struggling to adjust to a new non-commission sales model
- The store’s overall performance was significantly impacted – sales were low (-19%) and KPI targets were not being met
- Quickly got the team on board and turned the business around
- Increased total store sales from $3M to $4M (+33% over 3 years) – highest in the company (22 locations)
- Achieved 105% of the sales budget in year 1, 122% in year 2, and 107% in year 3
- Lifted the store from 17th to 3rd in the company for comp sales growth and 16th to 3rd for sales vs
- Plan
- Created a successful team-selling culture (vs
- Previous commission sales) that was adopted by all 22 locations
- Doubled the store’s annual catalog sales from $50K to $96K (biggest increase in the company each year)
- Drove customer experience scores from 54% to 95% – improved from 19th to 2nd in the company
- Increased the average sale by 27% and the average units-per-transaction from 1.86 to 2.23
- Lifted the store to 3rd in the company for proprietary customer credit applications – a key profit driver
- Reduced shrink from 3.6% to consistently less than 1% – improved from 16th to 1st in the company
- Led a full remodel – oversaw every aspect of the project and met all timelines, budgets, and expectations
- Maintained a high retention rate – recruited 3 associates externally; promoted 2 new key holders internally
- Selected to train and mentor 4 new managers due to consistently high standards and excellent results
- Dedicated 12 hours per week to community outreach – partnered with churches and senior living facilities
- Planned and coordinated frequent store field trips and fashion shows for seniors in the community
GENERAL MANAGER
COLDWATER CREEK, VACAVILLE
01.2012 - 08.2014
- Selected to rebuild an understaffed, underperforming, 11,000 square foot location that was down -6% prior to arrival
- Processes were broken and standards were very poor (they had 300 cartons of unprocessed freight in the backroom)
- Built a highly motivated team of 30, including 1 assistant manager and 4 key holders, and turned the business around
- Increased total store sales by 57%, improving from $3M to $4.7M – top 3 in the company (36 outlets)
- Surpassed the sales budget each year and significantly improved all key metrics
- Increased customer satisfaction scores from 60% to 96% – improved from 23rd to 3rd in the company
- Strengthened all loss prevention controls and cut inventory shrink in half – improved from 4% to just 1.7%
- Consistently awarded 96-100% on comprehensive operational and loss prevention audits
- Recruited 25-30 new team members; promoted 1 new store manager, 1 assistant manager, and 4 key holders
- Selected to coach/support other locations in the district with visual merchandising standards
- Created a monthly district newsletter that shared new product details, corporate announcements, and more
GENERAL MANAGER – Coach
08.2008 - 12.2011
- Managed 3 full-price locations in 3 years, including Simi Valley
Thousand Oaks
01.2009 - 01.2011
- Consistently selected for higher-volume and more challenging stores due to success in previous location
- Achieved and maintained a near-perfect 98% average customer satisfaction score in each location
- Selected to manage both Simi Valley and Ventura simultaneously during the 2009 holiday season
- Hired and trained seasonal staff for both locations and delivered quarterly comp increases of 12% to 38%
- Drove the Thousand Oaks store to 1st in the entire region for clientele development and appointment sales
- Recruited 2 assistant managers from other retail chains; promoted 4 new key holders internally
- Previous retail management experience with Ann Inc., Harry & David, Wilsons Leather, and Old Navy
- Master’s Certificates: Leadership, Business Strategy, and Managing Teams – Notre Dame Mendoza School of Business
Ventura
01.2008 - 01.2010
Work Availability
monday
tuesday
wednesday
thursday
friday
saturday
sunday
morning
afternoon
evening
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Quote
Don’t judge each day by the harvest you reap, but by the seeds you plant.
Robert Louis Stevenson
Skills
- Cross-Functional Team Management
- Employee Scheduling
- Menu Planning
Timeline
GENERAL MANAGER
10.2017 - Current
GENERAL MANAGER
Brookstone
04.2017 - 10.2017
GENERAL MANAGER
Draper’s & Damon’s
08.2014 - 04.2017
GENERAL MANAGER
COLDWATER CREEK, VACAVILLE
01.2012 - 08.2014
Thousand Oaks
01.2009 - 01.2011
GENERAL MANAGER – Coach
08.2008 - 12.2011
Ventura
01.2008 - 01.2010