1. VERONICA WELCHER
PORTER, TX 77365, (830) 560-0072, V.WELCHER@YAHOO.COM
SUMMARY
Exemplary Store Manager with a proven track record of driving results, exceeding goals and expectations
through teamwork, collaboration, and commitment. Expert in Customer and Employee Engagement to provide
an exceptional experience for all. Diverse transferrable skill set and work experience. Unafraid to take on new
challenges and step into unknown territory.
EXPERIENCE
JULY 2013-MAY 2016 VANS Humble, TX
STORE MANAGER
 Achieved Top Rank in District for overall Sales Increase to comp at 8.9% earning over $95,000 in
additional volume in 2015
 Top Ranked Store in Footwear Sales, KPI Performance, and Conversion in District in 2015
 Fourth Ranked in the Company for Full Price in Customer Satisfaction Score on the Foresee Customer
Satisfaction Survey with a score of 99%, exceeding the District, Region, and Brand Scores
 Created and Implemented Strategic Business Plans to meet the needs of each the business, yield the
largest return on investment, proactively approach seasonal shifts and planning, and react swiftly to
obstacles or opportunities to leverage successes
 Developed and Promoted Internal Talent into 8 positions in store, and one lateral promotion into a higher
volume store.
 Provided effective coaching, employee engagement and development, created impactful schedules and
zoned according to talent which resulted in minimized turnover, a reduction in labor spending, Forecast
Sales Plan met, and maintained the payroll budget with the end result being maximized profitability of the
store and reduced cost.
 Emphasized the importance of the Customer Experience and Customer Engagement, utilized Product
Knowledge training and the Brand Selling model combined with proven effective selling behaviors and
methods, provided motivational coaching, which resulted in a confident and knowledgeable staff,
retention of customers, growing the store’s customer base, and an increase in foot traffic and purchases
resulting from referrals to shop in store.
 Established and cultivated a culture of trust, honesty, ownership, and personal accountability with the
entire store team, communicated clearly and concisely during weekly manager meetings, collaborated
often with Support Management Team to create impactful business plan with employee investment, led by
personal example, solicited feedback, developed team confidence and ability to conduct critical
conversations with lasting results.
10/1/2010 TO 4/1/2013 White House Black Market San Antonio, TX
STORE MANAGER
 Achieved Top Tank in District in 2011 and 2012 for highest percent increase in overall Sales and highest
percent increase to Forecast Plan
 Achieved Top Rank in District in 2011 and 2012 for highest actual and highest percent increase in KPI
Performance and Conversion
 Awarded the Regional Performance Award for 2011, selected and presented by the RSM and VP of Stores
for Sales Performance in East Region with a 34.5% Increase in Sales
 Earned coveted spot on President Store Visit Schedule for 2012, given audience with the Brand President,
VP of Stores, and RSM, answered questions, offered insights, made suggestions for improvements based
on store success, which were utilized and integrated in stores across the brand.
 Elevated individual Associate, Store, Market, and District Sales Performance when trusted with roles and
responsibilities including owning a portion of the weekly District Conference Call dedicated to results and
operations, oversee San Antonio Market in partnership and support of the DM, Open New Stores in a
Remote Market, provide sustained training, development, and support in Remote Market after Grand
Opening for a course of 8 weeks as a pilot program for the RSM, oversaw District while DM was out of
business
 Trained and On boarded new hire Store Managers and New Store Open Management Teams for the
District

2.  Assigned to At Risk Stores to identify factors impacting business, review Sales Reports, observe staff, and
conduct training and development activities, provided findings to DM and RSM in reports following multi
visits with next steps and suggestions
 Event and Outreach Coordinator for District on Regional Team, partnered with Regional Coordinator,
created and developed events and promotions for the Brand, held accountable for the District
performance in events, oversaw the District Event and Outreach Team, Conducted Bi Weekly Conference
Calls to communicate direction, planning, and set expectations specific to events, cultivated and fostered
store initiative to create in store specific events, monitored store execution and held stores accountable
for results yielded, provided weekly reports on the District to the EDM, Regional Coordinator, and RSM,
taking the District from the Bottom Performing District in Events to the Second Ranked District in Events.
 Developed and promoted direct reports into next level positions including two Store Manager promotions
3/1/2008 TO 10/1/2012 White House Black Market San Marcos, TX
ASSISTANT MANAGER
 Trained and developed all new hires in Outlet Sales, Operations, Selling Model, POS, and Loss Prevention,
with particular attention paid to controlling high foot traffic averaging 900 customer’s daily
 Received and processed daily store shipment of between 70-100 cartons on average
 Executed all merchandising, promotional marketing changes, utilized price point areas on store floorplan
strategically, placed POP Collateral, adjusted visuals to provide a compelling store environment for
customers aligned with the brand image
 Overcame obstacles caused by minimized direction at a time when no Floorset or Planogram documents
were created for the Outlet by the Company, executed all visual changes, established a store strategy and
visual guidelines for store including Made for Outlet (MFO) product when the category was in its infancy
and being tested, evolved guidelines continually to adapt to the changes in depth and breadth of MFO
product offered as the category grew
 Influenced changes to allocation in Full Price by providing clear statistical data reflecting a loss of profit to
the company in allocation of seasonal product with increased bottom line profit in Full Price and Outlet as
a result
 Top Ranked Sales and KPI Performance in store for 10 of 12 months and two of two years
 Top Ranked Bonus Earner while Outlet still offered the Bonus Incentive Program
2003 TO 2005 Sears Holdings Corporation Humble, TX
MCA LEAD
 MCA Lead promoted into position and area of responsibility after restructuring of company, managed up
to 25 Direct Reports Responsible for the Product Placement and Floor Recovery of 13 Softlines
Departments
 Marketing Manager promoted from Cashier position after Open Position became available, managed a
team of 8 Direct Reports, Responsible for all Visual Displays, Promotion Sets, and Price Changes for the
Store
 Cashier moved into position after previous position was eliminated by the company
 HUB Lead promoted to regular associate and management position after temporary store remodel
assignment ended
 Temporary Remodel lead promoted into position from Temp Associate
 Temporary Remodel Associate
EDUCATION
2007-2009 University of Phoenix San Antonio, TX
BACHELORS IN BUSINESS ADMINISTRATION
 working
REFERENCES
References are available on request.