Rose Bauman

• Prioritize staff development through weekly Floor Leader touch bases, monthly Sales Ambassador touch bases and developed leaders to effectively utilize coach and feedback model to support team growth.
• Promoted Floor Leader to MIT of Quaker-bridge.
• Trained leadership team on shop floor guidelines, inventory procedures, cleanliness and freshness procedures to maintain standard consistently.
• Maintain inventory through developing leadership team on DAX, effective order placing, receiving and weekly cycle counts.
• Proficient in Store-force, Greenhouse, ADP, Concur, managing labor, loss prevention audits and utilizing weekly reporting. Developed MIT to be proficient in all areas and created bi-weekly system to build business acumen.
• Recruited, hired, and created training plans to ensure new hires feel welcome and supported within brand.
• Ensured staff prioritize 5 star customer experience through consistent demos, PK and product story development, downtime training and coaching in the moment leading to secret shops all being 100 since taking over Freehold location in 2022.
• Motivate team through fun contests, updates, recognition and collaboration.
• Maintained lowest deficit in Philadelphia market for FY 2022 and 2023.
• Developed team to lead shop relocation while away for manager meeting through creating a strong set-up and reopening plan with MIT. This lead to seamless opening and being up 25% to bonus for our first month open.

Support Projects;

• Supported North Florida market as Visual specialist. Visited home office for in person development/training on visuals. Supported two shop openings after remodel/refit. Remotely supported market through as needed touch bases, visiting Tampa and Orlando locations (Florida Mall, Millennia, International plaza, & Sarasota) to support with holiday set up. -September-December 2018.
• Supported North Florida market as Community specialist through hosting monthly calls to discuss for idea sharing, how to get more involved in shops local communities, and how to host unique monthly events to maximize traffic and sales. Set goals with teams on how many events they wanted to host and followed up to support in this space. -March/September 2018.
• Dual managed Cherry hill after manager went on medical leave and MIT was promoted. Created development plans for all staff to ensure they feel supported, training new MIT utilizing MIT training plan, back to basics with staff and floor leaders. Resetting shop floor expectations to ensure 5 star customer experience. Has lead to bonus for June/July and positive 11% LFL for July. -June 2023
• Supported Roosevelt Field location with visual expectations through shop visits in November 2023. Reviewed importance of utilizing opening/mid/closing check list and Visual Merchandising check list to maintain shop cleanliness standards consistently. Reviewed and created plan to roll out to leadership team for accountability/expectation reset. Supported with clean up of store and backroom to support with black friday and sales through holiday.
• Current- Dual Managing King of Prussia while currently without manager and newly hired MIT. Recruited, hired and trained 5 new SA's. Created MIT development plan. Coached leadership team to utilize opening closing check list to maintain shop a cleanliness and standards. Set expectations around prioritizing customer experience, floor coordination and attendance. LFL % has increased from double digit deficit to down only 2% LY for last few weeks.

• Developed and led team to have customer-centric approach mindset within fast-paced environment through proactive communication, coaching and feedback in the moment leading to consistent 100% CERs,
• Managed inventory control, cash control, and store opening and closing procedures.
• Rotated merchandise and displays to feature new products and promotions.
• Developed district initiative "buddy system" to ensure managers felt supported while without district manager.
• Supported with recruitment for local shops to ensure bench with fluctuating staff levels during COVID.

• Developed staff through coaching, feedback and regular touch bases.
• Promoted 2 floor leaders to MITs through development utilizing leadership practices.
• Devised processes to boost long-term business success and increase profit levels. Such as bringing in local grassroots organizations to support with educating customers on values and bringing in new cliental.
• Delivered positive results by controlling monthly operations budget and limiting financial discrepancies. Leading to highest controllable profit in district.
• Maintained 0% turnover rate for 2 years, through team collaboration, staff engagement and development.
• Upheld and communicated company policies and standards to employees for optimal quality, freshness, safety and cleanliness.
• Maintained payroll % through effective scheduling, monitoring daily sales profits and making changes in the moment.