Job Description
STORE MANAGER NEW YORK CITY FLAGSHIP | IMMEDIATE START Some stores are managed. The best ones are led. A globally celebrated, female-founded fashion brand — with a devoted following, an iconic aesthetic, and serious cultural momentum — is opening its New York City flagship. And they need the person who doesn't just run the store, but defines what it stands for. This is not a role for someone who maintains standards. It's a role for someone who sets them. The person who walks in on day one with ownership already in their bones — who sees the floor, the team, the culture, and the numbers as theirs to shape, not just oversee. The clientele is discerning. The environment is extraordinary. The brand is one people already know and love before they walk through the door. Your job is to make sure the experience lives up to everything they came for — and then exceeds it. If you are an experienced, commercially sharp retail leader who builds cultures people actually want to be part of, who holds a team to a standard without losing their trust, and who takes the performance of a store as personally as if it were your own business — we want to meet you. This Isn't a Management Role. It's an Ownership Role. The P&L is yours. The team is yours. The culture is yours. The customer experience — on a Saturday at peak trade, on a quiet Tuesday morning, on the day a new collection drops — is yours. A great Store Manager doesn't enforce the standard. They are the standard. And everything below them rises to meet it. Who You Are The person the whole store calibrates to. A Culture Architect — You don't inherit team culture. You build it, deliberately and intentionally, from the first hire to the daily rituals that make your team feel like they're part of something worth showing up for. People who've worked under you cite it as a career highlight. A Commercial Leader — You read your numbers the way other people read the news — first thing, every day, with full understanding of what they're telling you and exactly what to do about it. Conversion, UPT, AUR, ATV — these aren't KPIs you report up the chain. They're levers you actively pull. A Developer of People — Your greatest professional pride isn't a sales record. It's the ASM who got promoted, the Keyholder who stepped into management, the Associate who went from nervous to exceptional on the floor because of how you coached them. Decisive and Consistent — You make the call, you hold the line, and you do it the same way regardless of who's watching. Your team knows exactly what you expect because you've never been ambiguous about it. Genuinely Passionate — You love fashion, you understand this customer, and you care about the in-store experience in a way that shows in every decision you make — from how a rail is hung to how a new team member is welcomed on their first shift. What You'll Own A store. A team. A standard. The Culture — It starts and ends with you. Build, protect, and evolve a team culture that is high-performing, inclusive, and genuinely exciting to be part of. Recruit people who fit the brand and grow them into people who define it. Set expectations with clarity, lead with consistency, and celebrate the wins loudly enough that the team knows they matter. The Floor — The experience is never on autopilot. Lead from the floor — not from the back office. Be present during peak trade, visible during the moments that matter, and actively involved in the client experience your team delivers. The standard on the floor on your busiest Saturday is the same as your quietest Wednesday. That's not a coincidence. It's leadership. The Numbers — Own them, move them, explain them. Take full accountability for the store's commercial performance across all KPIs. Know your conversion rate, your ATV, your UPT, and your top performers — and know what's behind every variance. Build a selling culture where individual performance is tracked, celebrated, and coached with the same rigour as team results. Partner with district leadership to set targets and deliver on them. The Team — Your most important asset. Recruit, onboard, schedule, and develop a team that operates at a consistently high level with or without you in the building. Coach your ASM and Keyholder team as future leaders, not just shift openers. Handle performance issues directly, constructively, and without delay — because the team that trusts you is the team that performs for you. The Visual Standard — The floor always looks the way it should. Execute and elevate the brand's visual m