Summary
Overview
Work History
Education
Skills
Careertraining
Recognitionawards
Experienceportfolio
Quote
Timeline
SeniorSoftwareEngineer

Tracey M. Wickline

Virginia Beach,VA

Summary

  • General Manager, Operations Manager, or District Manager
  • 20+ years, Senior Management (retail sales, merchandising, inventory)
  • 18 years, Training (customer service, merchandising, retail operations)
  • 10+ years, Operations Management (logistics, buying, inventory, reorganization)

Overview

34
34
years of professional experience

Work History

Operations Manager

W. W. Grainger
09.2021 - 10.2023
  • Developed team with the authority to hire and manage performance by ensuring goals were set and monitored
  • Created an environment where team was engaged, empowered, enthusiastic and committed to the success of the company by encouraging diverse thoughts and ideas
  • Balance operating expenses with higher level of service, while looking for ways to improve processes and remove non-value added activities
  • Understood competitive landscape
  • Created and employed appropriate growth, productivity, risk mitigation and governance strategies to address market, regulatory, and company-specific requirements
  • Built partnerships and collaborated at all levels of the organization.

Operations Manager

Stein Mart
09.2018 - 10.2020
  • Managed 35-50 associates responsible for oversight of inventory of ~$10M in 76K square feet
  • Re-organized physical layout of store; re-designed the sales floor to meet company demands and standards to maximize sales plans utilizing knowledge / experience
  • Instrumental in turning around credit acquisition; moving from last place in 2018 to second best results in the company for 2019
  • Recruited new staff to fill key positions and retrained and developed existing staff
  • Trained 35 new associates on company procedures and policies; trained associates to deliver outstanding customer service, resulting in improved sales of +30% over prior year in faster product turn around (sales)
  • Trained receiving team on a new way of displaying merchandise within its packaging, resulting in improved sales and productivity and reduction of man-hours
  • Participates in walk through of departments with store manager and with fashion coordinators to identify strengths and opportunities
  • Managing & Measuring Work - Clearly assigns responsibility for tasks and decisions; sets clear objectives and measures; monitors process, progress, and results; designs feedback loops into work.

Operations Manager

Sears Holding Corporation
10.2013 - 07.2017
  • Named Subject Matter Expert (SME) to advice the Richmond district (14 stores) in sales/metrics, while managing the Virginia Beach store (126K square feet; ~$20M in inventory; 2006-2015; #1 store in district, averaging $20-25M annually in sales) and Greenbrier, Chesapeake store (96K square feet; $12M in inventory; 2015-2017; #2 store in district, averaging $12-17M annually in sales)
  • Managed ~200 employees including department heads, supervisors, consultative sales team, cashiers and customer service representatives, customer pick-up and stockroom/receiving teams; managed revenue and expenses within budget; manage and tracked key performance indicators (KPI's)
  • Inspected departments and consulted with department heads and selling associates daily to identify opportunities with inventory levels, merchandising, and selling strategies to develop / prioritize action plans; responsible for P&L of each store to include: inventory, sales, payroll and building / equipment repairs, and supplies
  • Selected, developed and managed performance of individuals and teams, measured through appropriate reports, scorecards and dashboards
  • Provided superior customer service via customer feedback; executed customer-focused strategies, policies, and programs as measured by customer service survey data with daily reporting
  • Performed human resources tasking including recruiting, interviewing, hiring, and performance evaluation of ~100 new seasonal hires (4th quarter) - 30 new hires 1st quarter); wrote ~45 performance reviews by specific company-mandated deadlines
  • Planned, monitored, and executed staffing schedules to ensure proper staffing levels that supported operational demands and business objectives for the entire store
  • Provided district manager (weekly) feedback on product life-cycle including assortment, pricing, inventory flow, marketing support, transition/exit strategies in order to highlight opportunities to ensure a successful selling strategy
  • Trained subordinates / peers on operational processes such as ad setting, merchandise processing and placement, markdown/mark out cadence, selling standards and metrics, customer experience standards, timecard management/payroll
  • Monitored monthly spending by controlling department heads' expenditures to ensure no overspending; performed monthly equipment checks through store quality technician to maintain a proactive plan for breakdowns; saved thousands in overhead expenses by having contractors bid on repairs/maintenance for building and ten-acre property
  • Managed / developed business relationships with vendors through communication and partnerships; managed inbound/outbound loading and unloading of trucks while maintaining warehouse organization and inventory accuracy
  • Project manager for planning / oversight of installation of new Land's End department (2007 and 2013) for remodel and transformation of Virginia Beach location
  • Streamlined backroom processes to get new inventory to the floor within 12 hours from 24-hours affording team the ability to scan overstock same day, ensuring and speeding up completion of entire truck receiving process from two days to one day.

Assistant Store Manager

Sears Holding Corporation
02.2010 - 10.2013
  • Managed ~200 employees including department heads, supervisors, consultative sales team, cashiers and customer service representatives, customer pick-up and stockroom/receiving teams; managed revenue and expenses within budget; manage and tracked key performance indicators (KPI's)
  • Inspected departments and consulted with department heads and selling associates daily to identify opportunities with inventory levels, merchandising, and selling strategies to develop / prioritize action plans; responsible for P&L of each store to include: inventory, sales, payroll and building / equipment repairs, and supplies
  • Selected, developed and managed performance of individuals and teams, measured through appropriate reports, scorecards and dashboards
  • Provided superior customer service via customer feedback; executed customer-focused strategies, policies, and programs as measured by customer service survey data with daily reporting
  • Performed human resources tasking including recruiting, interviewing, hiring, and performance evaluation of ~100 new seasonal hires (4th quarter) - 30 new hires 1st quarter); wrote ~45 performance reviews by specific company-mandated deadlines
  • Planned, monitored, and executed staffing schedules to ensure proper staffing levels that supported operational demands and business objectives for the entire store
  • Provided district manager (weekly) feedback on product life-cycle including assortment, pricing, inventory flow, marketing support, transition/exit strategies in order to highlight opportunities to ensure a successful selling strategy
  • Trained subordinates / peers on operational processes such as ad setting, merchandise processing and placement, markdown/mark out cadence, selling standards and metrics, customer experience standards, timecard management/payroll
  • Monitored monthly spending by controlling department heads' expenditures to ensure no overspending; performed monthly equipment checks through store quality technician to maintain a proactive plan for breakdowns; saved thousands in overhead expenses by having contractors bid on repairs/maintenance for building and ten-acre property
  • Managed / developed business relationships with vendors through communication and partnerships; managed inbound/outbound loading and unloading of trucks while maintaining warehouse organization and inventory accuracy.

Assistant Store Manager

Sears Holding Corporation
02.2007 - 02.2010
  • Managed ~200 employees including department heads, supervisors, consultative sales team, cashiers and customer service representatives, customer pick-up and stockroom/receiving teams; managed revenue and expenses within budget; manage and tracked key performance indicators (KPI's)
  • Inspected departments and consulted with department heads and selling associates daily to identify opportunities with inventory levels, merchandising, and selling strategies to develop / prioritize action plans; responsible for P&L of each store to include: inventory, sales, payroll and building / equipment repairs, and supplies
  • Selected, developed and managed performance of individuals and teams, measured through appropriate reports, scorecards and dashboards
  • Provided superior customer service via customer feedback; executed customer-focused strategies, policies, and programs as measured by customer service survey data with daily reporting
  • Performed human resources tasking including recruiting, interviewing, hiring, and performance evaluation of ~100 new seasonal hires (4th quarter) - 30 new hires 1st quarter); wrote ~45 performance reviews by specific company-mandated deadlines
  • Planned, monitored, and executed staffing schedules to ensure proper staffing levels that supported operational demands and business objectives for the entire store
  • Provided district manager (weekly) feedback on product life-cycle including assortment, pricing, inventory flow, marketing support, transition/exit strategies in order to highlight opportunities to ensure a successful selling strategy
  • Trained subordinates / peers on operational processes such as ad setting, merchandise processing and placement, markdown/mark out cadence, selling standards and metrics, customer experience standards, timecard management/payroll
  • Monitored monthly spending by controlling department heads' expenditures to ensure no overspending; performed monthly equipment checks through store quality technician to maintain a proactive plan for breakdowns; saved thousands in overhead expenses by having contractors bid on repairs/maintenance for building and ten-acre property
  • Managed / developed business relationships with vendors through communication and partnerships; managed inbound/outbound loading and unloading of trucks while maintaining warehouse organization and inventory accuracy.

Business Manager / Founder / Entrepreneur

The Wickline Group
07.2000 - 12.2006
  • Assisted partner in growing a new business (still in existence); grew customer base, hired new staff, managed payroll, and benefits; performed office management and accounts payable/receivable.

Assistant Store Manager

Sears Holding Corporation
12.2006 - 02.2007
  • Managed ~200 employees including department heads, supervisors, consultative sales team, cashiers and customer service representatives, customer pick-up and stockroom/receiving teams; managed revenue and expenses within budget; manage and tracked key performance indicators (KPI's)
  • Inspected departments and consulted with department heads and selling associates daily to identify opportunities with inventory levels, merchandising, and selling strategies to develop / prioritize action plans; responsible for P&L of each store to include: inventory, sales, payroll and building / equipment repairs, and supplies
  • Selected, developed and managed performance of individuals and teams, measured through appropriate reports, scorecards and dashboards
  • Provided superior customer service via customer feedback; executed customer-focused strategies, policies, and programs as measured by customer service survey data with daily reporting
  • Performed human resources tasking including recruiting, interviewing, hiring, and performance evaluation of ~100 new seasonal hires (4th quarter) - 30 new hires 1st quarter); wrote ~45 performance reviews by specific company-mandated deadlines
  • Planned, monitored, and executed staffing schedules to ensure proper staffing levels that supported operational demands and business objectives for the entire store
  • Provided district manager (weekly) feedback on product life-cycle including assortment, pricing, inventory flow, marketing support, transition/exit strategies in order to highlight opportunities to ensure a successful selling strategy
  • Trained subordinates / peers on operational processes such as ad setting, merchandise processing and placement, markdown/mark out cadence, selling standards and metrics, customer experience standards, timecard management/payroll
  • Monitored monthly spending by controlling department heads' expenditures to ensure no overspending; performed monthly equipment checks through store quality technician to maintain a proactive plan for breakdowns; saved thousands in overhead expenses by having contractors bid on repairs/maintenance for building and ten-acre property
  • Managed / developed business relationships with vendors through communication and partnerships; managed inbound/outbound loading and unloading of trucks while maintaining warehouse organization and inventory accuracy.

Store Manager

QVC, Inc.
01.1998 - 07.2000
  • Managed two assistant store managers, one supervisor, and 20 sales representatives responsible for oversight of inventory of ~$10M in 76K square feet
  • Re-organized physical layout of store; re-designed the sales floor to meet company demands and standards to maximize sales plans utilizing knowledge / experience
  • Determined best-selling lines for the market area resulting in sales increase by ~25% within the first six months; utilized daily/weekly reporting to rotate best-selling products
  • Recruited new staff to fill key positions and retrained and developed existing staff
  • Trained ~20 new managers on company procedures and policies; trained staff to deliver outstanding customer service, resulting in improved sales of +30% over prior year in faster product turn around (sales); monitored 30-50% of teams' daily accomplishments were either unforeseen or planned projects
  • Researched / compiled data from daily reporting and discussed best practices with district manager weekly to formulate and build district uniformity for creating a new business model for 10 stores
  • Ensured store maintained a positive EBITDA; cut expenses by eliminating redundant staff by 5% and un-necessary expenditures (e.g., supply ordering / outsourcing labor to conduct inventory counts)
  • Trained receiving team on a new way of displaying merchandise within its packaging, resulting in improved sales and productivity and reduction of man-hours.

Sales Manager

Macy's
02.1995 - 01.1998
  • Managed men's' suits / tailoring with a staff of 10; promoted to manage women's' designer sportswear, dresses, formal-wear, and specialty sizes with a staff of ~30, resulting in department sales of ~$30M of store's annual volume of $85M (138K square feet) and ranking as one of top grossing stores in the Philadelphia area averaging >$7M monthly
  • Responsible for identifying key growth opportunities through reporting and analysis of lines or vendors selling, but not identified by daily/weekly company reporting; collaborated with vendors weekly to design floor plans for current / future merchandise groupings
  • Identified differences to company district team and vendors between competitive brands and managed brands through innovative merchandising campaigns such as vendor sponsored product launches resulting in sales increases
  • Monitored multiple databases to keep track of company inventory (women's' designer sportswear, dresses and formal wear, specialty sizes); developed women's' designer sportswear department's first incentive performance plan resulting in sales specialists earning commissions based on monthly sales and a 23% increase in sales
  • Trained team of selling specialists and customer service representatives in selling techniques and merchandising standards
  • Selected groups of merchandise through national vendors; maintained quarterly budget set by the company; oversight of monthly payroll budget for each department managed
  • Controlled payroll expenses by monitoring scheduling and eliminating overtime; hired more part time employees versus full time.

Assistant Store Manager (The Backroom)

Loehmann's, Inc.
01.1990 - 02.1995

Education

Bachelor of Science - Business Administration

Morgan University
Baltimore, MD

Diploma - undefined

Cardinal Dougherty High School
Philadelphia, PA

Skills

  • Microsoft Office: Word
  • Excel
  • PowerPoint
  • Outlook

Careertraining

  • Selling Metrics, 25, Sears Holding Corp., Virginia Beach/Chesapeake, VA, 2008, 2017
  • Operational Processes, 50, Sears Holding Corp., Chesapeake, VA, 2015, 2017
  • Leadership, Team Building and Culture Change, QVC, Inc., West Chester, PA, 2000

Recognitionawards

  • Excellence in Sales/Protection Agreements, Sears, Virginia Beach / Chesapeake, VA (2008-2017)
  • Excellence in Sales/Sears Purchase Protection, Sears, Virginia Beach / Chesapeake, VA (2008-2017)
  • Number One Sales in District, Sears, Virginia Beach / Chesapeake, VA (2008-2013)
  • Member, Leadership Development Program, QVC, West Chester, PA (1999)

Experienceportfolio

  • 09/21/XX, 10/23/XX, Operations Manager, W. W. Grainger, Norfolk, VA, Developed team with the authority to hire and manage performance by ensuring goals were set and monitored., Created an environment where team was engaged, empowered, enthusiastic and committed to the success of the company by encouraging diverse thoughts and ideas., Balance operating expenses with higher level of service, while looking for ways to improve processes and remove non-value added activities., Understood competitive landscape. Created and employed appropriate growth, productivity, risk mitigation and governance strategies to address market, regulatory, and company-specific requirements., Built partnerships and collaborated at all levels of the organization.
  • 09/18/XX, 10/20/XX, Assistant Store Manager, Stein Mart, Virginia Beach, VA, Managed 35-50 associates responsible for oversight of inventory of ~$10M in 76K square feet, Re-organized physical layout of store; re-designed the sales floor to meet company demands and standards to maximize sales plans utilizing knowledge / experience, Instrumental in turning around credit acquisition; moving from last place in 2018 to second best results in the company for 2019., Recruited new staff to fill key positions and retrained and developed existing staff, Trained 35 new associates on company procedures and policies; trained associates to deliver outstanding customer service, resulting in improved sales of +30% over prior year in faster product turn around (sales), Trained receiving team on a new way of displaying merchandise within its packaging, resulting in improved sales and productivity and reduction of man-hours, Participates in walk through of departments with store manager and with fashion coordinators to identify strengths and opportunities, Managing & Measuring Work - Clearly assigns responsibility for tasks and decisions; sets clear objectives and measures; monitors process, progress, and results; designs feedback loops into work
  • 10/13/XX, 07/17/XX, Operations Manager, Sears Holding Corporation, Virginia Beach, VA, Named Subject Matter Expert (SME) to advice the Richmond district (14 stores) in sales/metrics, while managing the Virginia Beach store (126K square feet; ~$20M in inventory; 2006-2015; #1 store in district, averaging $20-25M annually in sales) and Greenbrier, Chesapeake store (96K square feet; $12M in inventory; 2015-2017; #2 store in district, averaging $12-17M annually in sales), Managed ~200 employees including department heads, supervisors, consultative sales team, cashiers and customer service representatives, customer pick-up and stockroom/receiving teams; managed revenue and expenses within budget; manage and tracked key performance indicators (KPI's), Inspected departments and consulted with department heads and selling associates daily to identify opportunities with inventory levels, merchandising, and selling strategies to develop / prioritize action plans; responsible for P&L of each store to include: inventory, sales, payroll and building / equipment repairs, and supplies, Selected, developed and managed performance of individuals and teams, measured through appropriate reports, scorecards and dashboards, Provided superior customer service via customer feedback; executed customer-focused strategies, policies, and programs as measured by customer service survey data with daily reporting, Performed human resources tasking including recruiting, interviewing, hiring, and performance evaluation of ~100 new seasonal hires (4th quarter) - 30 new hires 1st quarter); wrote ~45 performance reviews by specific company-mandated deadlines, Planned, monitored, and executed staffing schedules to ensure proper staffing levels that supported operational demands and business objectives for the entire store, Provided district manager (weekly) feedback on product life-cycle including assortment, pricing, inventory flow, marketing support, transition/exit strategies in order to highlight opportunities to ensure a successful selling strategy, Trained subordinates / peers on operational processes such as ad setting, merchandise processing and placement, markdown/mark out cadence, selling standards and metrics, customer experience standards, timecard management/payroll, Monitored monthly spending by controlling department heads' expenditures to ensure no overspending; performed monthly equipment checks through store quality technician to maintain a proactive plan for breakdowns; saved thousands in overhead expenses by having contractors bid on repairs/maintenance for building and ten-acre property, Managed / developed business relationships with vendors through communication and partnerships; managed inbound/outbound loading and unloading of trucks while maintaining warehouse organization and inventory accuracy, Project manager for planning / oversight of installation of new Land's End department (2007 and 2013) for remodel and transformation of Virginia Beach location, Streamlined backroom processes to get new inventory to the floor within 12 hours from 24-hours affording team the ability to scan overstock same day, ensuring and speeding up completion of entire truck receiving process from two days to one day
  • 02/10/XX, 10/13/XX, Assistant Store Manager, Sears Holding Corporation, Virginia Beach, VA
  • 02/07/XX, 02/10/XX, Assistant Store Manager, Sears Holding Corporation, Virginia Beach, VA
  • 12/06/XX, 02/07/XX, Assistant Store Manager, Sears Holding Corporation, Virginia Beach, VA
  • 07/00/XX, 12/06/XX, Business Manager / Founder / Entrepreneur, The Wickline Group, Virginia Beach, VA, Assisted partner in growing a new business (still in existence); grew customer base, hired new staff, managed payroll, and benefits; performed office management and accounts payable/receivable
  • 01/98/XX, 07/00/XX, Store Manager, QVC, Inc., Drexel Hill, PA, Managed two assistant store managers, one supervisor, and 20 sales representatives responsible for oversight of inventory of ~$10M in 76K square feet, Re-organized physical layout of store; re-designed the sales floor to meet company demands and standards to maximize sales plans utilizing knowledge / experience, Determined best-selling lines for the market area resulting in sales increase by ~25% within the first six months; utilized daily/weekly reporting to rotate best-selling products, Recruited new staff to fill key positions and retrained and developed existing staff, Trained ~20 new managers on company procedures and policies; trained staff to deliver outstanding customer service, resulting in improved sales of +30% over prior year in faster product turn around (sales); monitored 30-50% of teams' daily accomplishments were either unforeseen or planned projects, Researched / compiled data from daily reporting and discussed best practices with district manager weekly to formulate and build district uniformity for creating a new business model for 10 stores, Ensured store maintained a positive EBITDA; cut expenses by eliminating redundant staff by 5% and un-necessary expenditures (e.g., supply ordering / outsourcing labor to conduct inventory counts), Trained receiving team on a new way of displaying merchandise within its packaging, resulting in improved sales and productivity and reduction of man-hours
  • 02/95/XX, 01/98/XX, Sales Manager, Macy's, Cherry Hill, NJ, Managed men's' suits / tailoring with a staff of 10; promoted to manage women's' designer sportswear, dresses, formal-wear, and specialty sizes with a staff of ~30, resulting in department sales of ~$30M of store's annual volume of $85M (138K square feet) and ranking as one of top grossing stores in the Philadelphia area averaging >$7M monthly, Responsible for identifying key growth opportunities through reporting and analysis of lines or vendors selling, but not identified by daily/weekly company reporting; collaborated with vendors weekly to design floor plans for current / future merchandise groupings, Identified differences to company district team and vendors between competitive brands and managed brands through innovative merchandising campaigns such as vendor sponsored product launches resulting in sales increases, Monitored multiple databases to keep track of company inventory (women's' designer sportswear, dresses and formal wear, specialty sizes); developed women's' designer sportswear department's first incentive performance plan resulting in sales specialists earning commissions based on monthly sales and a 23% increase in sales, Trained team of selling specialists and customer service representatives in selling techniques and merchandising standards, Selected groups of merchandise through national vendors; maintained quarterly budget set by the company; oversight of monthly payroll budget for each department managed, Controlled payroll expenses by monitoring scheduling and eliminating overtime; hired more part time employees versus full time
  • 01/90/XX, 02/95/XX, Assistant Store Manager (The Backroom), Loehmann's, Inc., Los Angeles, CA, Managed a top-grossing department in a top-grossing store in company that housed top-designer and couture clothing; broadened customer base by creating pre-sales for Italian-designer events (twice annually); developed studio sales resulting in work with movie studios / production sets to provide clothing for movies / TV shows resulting in 40% growth in revenue (including pre-sales events), Named project manager for Los Angeles new flagship store (1992) and Manhattan flagship store (1994); managed a team of two supervisors, two sales leads, and 15 to 20 sales associates, responsible for ~$20M in inventory within an 86K square feet area, averaging >$3M in sales monthly, Collaborated with cross-functional teams (construction teams, union foreman) to draft project schedules and plans for both company flagship stores (Manhattan and Los Angeles) (with circa 36K square feet for Los Angeles location and 45K square feet for Manhattan location) with an average inventory of $12-15M per store, Analyzed marketing information and translated into strategic plans; monitored costs of merchandise), timescales (SKU sales at regular or reduced prices), and company reporting resources used to achieve budget goals for individual stores; managed payroll; reduced man-hours by scheduling reduction of overtime, Contributed to merchandising ideas at team sales meetings (CEO and buyers); liaised with buying team to select merchandise for Los Angeles store; worked with stylists on several movie and television show sets; liaised with unions (reps) on the east coast during building of the new east coast flagship store, Implemented a personal shopper program at both east and west coast locations, Trained supervisors / sales team on company processes, selling techniques, and metrics for staff of 20-30 employees

Quote

All progress takes place outside the comfort zone.
Michael John Bobak

Timeline

Operations Manager

W. W. Grainger
09.2021 - 10.2023

Operations Manager

Stein Mart
09.2018 - 10.2020

Operations Manager

Sears Holding Corporation
10.2013 - 07.2017

Assistant Store Manager

Sears Holding Corporation
02.2010 - 10.2013

Assistant Store Manager

Sears Holding Corporation
02.2007 - 02.2010

Assistant Store Manager

Sears Holding Corporation
12.2006 - 02.2007

Business Manager / Founder / Entrepreneur

The Wickline Group
07.2000 - 12.2006

Store Manager

QVC, Inc.
01.1998 - 07.2000

Sales Manager

Macy's
02.1995 - 01.1998

Assistant Store Manager (The Backroom)

Loehmann's, Inc.
01.1990 - 02.1995

Bachelor of Science - Business Administration

Morgan University

Diploma - undefined

Cardinal Dougherty High School

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