Trenda Jacques

• Optimized returns and investments by effectively managing and directing distribution operations.
• Directed shipping and receiving of wide range of products daily.
• Planned and supervised shipments from production to end-user and scheduled daily and weekly routes.
• Expedited resolutions of shipping errors and packaging mistakes.
• Conducted research to address shipping errors and packaging mistakes.
• Team leader for logistics and systems personnel and property accountability and reconciliation team, ensuring compliance with State and Company guidelines.
• Administered sales orders, as well as processed and documented transactions.
• Prepared updated shipment reports for executives and clients.
• Kept corporate departments and customers updated on critical shipments.
• Built continuous improvement culture that attracted and retained high-performing employees while reducing costs.
• Led value-added customer service team that consistently over-delivered on customer expectations.
• Assessed and targeted customer needs to forge and cultivate productive relationships and maintain top satisfaction levels.
• Oversaw day-to-day shipping and receiving and the delivery process.
• Delivered substantial cost savings by securing discounts from third-party logistics services providers.
• Managed over $30 million in inventory and 85 employees in 90,000 square-foot warehouse for a Home Improvement of company.
• Coordinated dispatching of drivers to accomplish daily delivery requirements.

Managing a selling force of 125 specialized Consultants whom provide suggestions and solutions through ACTIVE selling and compelling Visual Merchandising presentations, that inspire guest and translates to elevated UPT and drive incremental sales through each transaction.

The teams in Specialty blend the completion of daily task to ensure product availability and ease of shopping, through pricing, setting, and staging of merchandise. While maintaining a branded selling floor.

• Managing Multiple Specialty businesses grossing 30 million dollars within a 70 million dollar total Store Volume. Balancing team members expertise in the following areas, Apparel (Sales vol $20ml) , Electronics Tech ( Sales vol.$6ml), and Beauty (Sales vol. $4ml.) to effectively drive sales.
• Demonstrates expertise of retail business fundamentals, department trends, inventory management , guest shopping patterns. pricing and promotion strategies.
• Elevated Coaching and training of team and Leaders to ensure a SERVICE CULTURE of GUEST FIRST to deliver store sales goals.
• Executes Workload planning meetings weekly, monthly, quarterly to support business priorities and managing teams ability to execute all company initiatives to deliver timely completion of task, accountability, and sales.
• Skilled in recruiting, selecting, and talent management of hourly team members and Leaders.
• Ability to drive sales by teaching the team the How's and Why's of their contribution of service, and productivity in their assigned areas that ultimately impact the total store.
• Creating schedules that are aligned with the needs of guest traffic and trends.

• Managed P&L of two stores concurrently (total of 56 employees and annual sales of $7M).
• #1 in company for Belk credit card memberships.
• Ranked #5 the first six months and maintained top 10 ranking in the Company thereafter.
• Achieved Top Five ranking in region for each of two cosmetic lines (Clinique and Estee Lauder) in the first six months and maintained that ranking thereafter.
• Coached and empowered employees by creating and sharing motivational vision plans.
• Met budget targets by controlling expenses and eliminating wasteful behaviors.
• Managed store appearance, including merchandising and displays, signage, decorations and cleaning.
• Reorganized sales floor, changing product layout to optimize customer flow and improve product visibility.
• Exceeded specific team goals and resolved issues by partnering with staff to share and implement customer service initiatives.

• Manage P&L of store with 98 employees and drive annual sales of $13.5M: Direct the store management team of eight to maximize sales and profitability of each department.
• #1 in company for customer service among 300 stores.
• Turned around store gross profit ranking # 289 to Ranking #5
• Met budget targets by controlling expenses and eliminating wasteful behaviors.
• Implemented succession planning by training and developing [12] associates into leadership positions.
• Oversaw annual store budget, working closely with corporate and financial departments on reporting and payroll.
• Enforced adherence to policies, standards and security protocols.
• Analyzed marketing information and translated into strategic plans for establishment.
• Generated repeat business through exceptional customer service and responded to customer concerns with friendly and knowledgeable service.
• Partnered with [Visual Manager & Merchandise Manager]s to develop and implement merchandising plans to guarantee profitability on weekly basis.

• Directed Human Resources and Store Operations (123 employees; annual sales, $25M): Responsible for hiring, onboarding, training, employee compensation and employee evaluation.
• In addition, managed all receiving, pricing/tagging, merchandising, facility maintenance and security functions.
• Planned and controlled operational budget.
• Accountable for daily monetary transactions: Balanced and reconciled registers; balanced store vault.
• Acted to maximize sales of trending merchandise and minimize markdowns: Collaborated with Area Sales Managers in identifying sales trends and merchandise rate of turn.
• Reduced shrink from 2.5% to 1.05% in one year.
• Consistently ranked in Top Three in company for new Dillard credit card enrollment.
• Met all requirements for biannual HR and operational compliance audits.
• Secured store perimeter and enforced procedures to minimize losses and protect store assets.
• Created and delivered weekly schedule assignments to staff members in timely manner so all shifts received adequate coverage.
• Met budget targets by controlling expenses and eliminating wasteful behaviors.
• Enforced adherence to policies, standards and security protocols.
• Partnered with store visuals to develop and implement merchandising plans to guarantee profitability on weekly basis.

• Managed P&L and retail operations of stores with on-site optical lab with (annual sales of $12M; 50 employees at Danbury, CT).
• Promoted to successively larger store volume twice during tenure.
• Danbury store ranked among Top 20 in the company.
• Lenscrafter Credit Champion for Northeast Region.
• Improved Lab efficiency by [30]% through supervising daily staff assignments and tasks, including [Action] and [ Action ].