A 21-store specialty chain with national ambitions. Across successive sales and operations roles I helped grow it to 173 stores with roughly 7x system sales growth — then owned the harder work of rationalizing the portfolio. The 154-store evaluation and triage model I built in 2022 drove the 2024 keep/close decision across the 142 stores then trading — with median occupancy cost brought from 22.1% to 17.1% — inside the 15–18% target band — and same-store sales returned to growth.

A development department with zero staff and a portfolio transformation ahead of it. I owned store development, built a 10-person organization, and wrote the cross-functional playbooks for every site lifecycle event. Roughly 160 store projects delivered — 21 openings, 30+ relocations, 100+ wind-downs — with retrofits standardized to a five-day cycle.