Meghan Davey

❖ Researched market competitors, identified niche markets with profit potential as well as industry trends to identify potential new products and services

❖ Formulated a comprehensive bank approved business plan complete with clear sales targets and pl forecasting

❖ Built collaborative relationships with sub-contractors and vendors; negotiated delivery times, wholesale cost and co-op marketing

❖ Developing plan for new mobile/app site and full product lifecycle strategy, to increase site customer conversion

❖ Analysis of site analytics and testing to drive growth of KPIs, in addition, improved user engagement and abandoned cart conversion

❖ Crafted SEO stragedy and campaigns to grow new user base and improve brand awareness

❖ Built affiatiate and referral program to spur growth; integrated several third-party technologies, site search and email marketing to go new traffic

❖ Crafted and implemented strategy for all creative aspects of business; photography, packaging, branding and merchading

❖ Responsible- overseeing the functional link between 41 retail stores, 41 optometric practices and quality manufacturing functions, annual volume 68 million retail/28 million practice volume, totaling 131 million

❖ Leading a team of 5 area managers, 2 managing doctors, regional training manager, manufacturing regional manager and eyecare regional

❖ Exceeded goal in all key priority metrics; eye exam growth, warranty, training saturation, management retention, operational audits, customer email capture, lowest customer return percentage, gross margin and EBIT

❖ Delivered highest net profit (raw dollar) performance through streamlining operational efficiency, contract renegotiation, customer conversion and census/payroll management; yielding an additional 5 million in EBIT

❖ Delivered positive LY volume growth of 5%, year over year producing over a million dollar in annual sales versus company decline

❖ Delivered top conversion growth, exceeding goal for 4 straight years, through talent selection, coaching effective floor leadership and scheduling analysis; crafting best practices implemented company-wide

❖ Delivered top net promoter results in brand, establishing clear priorities, accountability and alignment around selling and service culture

❖ Identified as Vice President succession, recognized by senior leadership for talent development and highest management retention.

❖ Effectively collaborating with doctors; developing business strategies to positively impacting patient experience resulting in an increase of patient retention by 38%

❖ Responsible for leading key zone/company initiatives such as; bi-annual talent review, workforce management initiatives, product data analysis influencing company direction and policy.

❖ execution tools to support flawless implementation of key initiatives to maximize volume on region/zone level

❖ Recognized by senior leadership for influence and mentorship of peer group supporting their leadership growth

❖ Responsible for the negotiation and compliance of doctor sub-lease contracts in collaboration with legal and eyecare teams

❖ Responsible for the over sight of real estate holding and quarterly capital expenditure for expansions, acquisitions and remodels

❖ Delivered highest raw dollar and transaction percent OneSight nonprofit donations goals; illustrating the degree of team's engagement

Managed all aspects of operations and sales for the company's highest volume NY Metro market, inclusive of 15 stores, 2 additional

districts totaling 43 stores as well as jewelers and special events team totaling 70 million in sales volume

❖ Returned NYC market to profitability for the first time in company's history through managing gross margin, effective expense management, product assortment and payroll management

❖ Posted best performance in company to sales plan for 2011 and 2012 fiscal years

❖ Maintained a culture of high quality service, posting top service levels/scores of in brand through clienteling, truck show and other special events

❖ Test market for company merchandise strategies on an ongoing basis; including marketing, pricing, visual presentation and training tools

❖ Hosted brand wide training sessions for district manager and store manager levels coaching selling performance, talent management, managing conflict as well as recruiting selling focused talent

❖ Formulates and executes structured action plans addressing poor performers, business trends, and store standards, while leveraging corporate business partners as needed.

❖ Achieved 10% increase year over year in comp performance; through focused performance management merchandise strategies, talent assessments and performance management, and consistent execution.

❖ Promoted two managers to district manager level and exceeding company retention goal by 90%

❖ Achieved highest credit performance in company, reduced guest complaints by 75%, and posted best gross margin in the Northeast.

❖ Created scheduling system used company-wide and structured on-boarding system for store management and jewelry consultants.

❖ Managed 8 district directors, 3 visual managers, 26 Arden B, 72 Wetseal stores in 8 states, and an annual volume of $125 million.

❖ Assessed and upgraded talent quickly, resulting in significantly better store standards, comp performance, and wage cost reduction.

❖ Implemented structured processes and efficiencies for improved merchandise flow and backroom operations that were later leveraged company-wide.

❖ Developed strategies relative to both the competition and consumer needs regarding trends, pricing merchant/marketing direction, and sales programs.

❖ Developed and implemented district manager store visit guidelines used companywide to enhance quality of store visits.

❖ Supervised the company's most visible market and tested all new initiatives with senior management and corporate partners.

❖ Managed all sales and operations activities as acting Regional Director, including managing 6 District Managers and an annual volume of $30 million.

❖ Achieved results top comp results, credit solicitation, and raw conversion results in zone. Also achieved highest company retention levels and developed bench for the District Store Manager/Store Manager role. Developed talent to allow 2 Store Managers to be promoted to District Store Manager.

❖ Wrote and implemented company training materials pertaining to the division of responsibility and manager on-boarding.

Promoted to Boston role as a result of demonstrating ability to manage diversity, impeccable store standards, and track record of driving results.

❖ Managed all operations and sales for a store of $16 million annually, achieved the highest comp growth in district at 12%, and supervised 3 additional stores.

❖ Developed 4 managers to eventually be promoted to general manager roles, developed bench team on all management levels, excelled in human resources and training manager assignments, and received award recognition from ZVP/RD for visual capabilities.

❖ Managed all aspects of sales and operations for $22 million in annual RTW business, including 7 Managers. Also supervised men's area with $28 million in revenue per year.

❖ Lead several company initiatives in merchandising, union drives, and new store structures to increase revenue opportunities.

❖ Columbia University- Certificate in Advanced Business 2009-2011

❖ Columbia Unversity- Certificate in Advanced Business 2009-2011

❖ Fashion Institute of Technology, New York Ny - Associate Degree in Fashion Merchandising Management, 1999

❖ Montclair State University, Montclair, NJ - 1993 - 1994

❖ Certified in Human Resources Management