Full-Time

General Manager

Huntington

Bloomingdale's

Bloomingdale's

5,001-10,000 employees

Upscale nationwide department store retailer

Compensation Overview

$113.7k - $286.4k/yr

Huntington Station, NY, USA

In Person

Category
Retail (1)
Required Skills
Data Analysis

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Requirements
  • Bachelor's Degree from a 4-year college or university.
  • 5+ years direct experience.
  • Ability to work a flexible schedule with retail hours, including day, evening, weekends, and/or holidays.
Responsibilities
  • The GM has the mindset of an entrepreneur and creative thinker – drives business at the local level. Demonstrates strong business acumen and a point of view about how they will grow their business. Can use data and intuition fluently to support. Works collaboratively with partners to drive their store forward; expects elevated standards in everything we do – the level of service we provide, our visual standards, etc.
  • The GM focuses on the Customer – champion omnichannel business model and level-up understanding of customer needs. Encourages and actively participates in customer discovery that yields conversion and relationships. Delivers on strategies for elevated and differentiated services and experiences; thus, strengthening the relationships between our best sellers and our customers.
  • Exhibits strong influencing and relationship building skills – both internally and externally with the vendor community (i.e., concessions) and in their community. The GM proactively partners cross-functionally through influence and build relationships across central functions to drive their store’s business. The GM is active in the store’s market, acts as a brand ambassador to represent Bloomingdale’s - gaining new customers and goodwill in the local area.
  • Exhibits a strong appreciation for merchandising / product - needs to be able to articulate and substantiate the needs of the market and partner with merchants to strategize what we go after with credibility. Sell what we have and advocate for what we need. GMs must have a passion for style, fashion and creativity, and at the same time have an enthusiastic, never-ending curiosity for how tactical strategies can maximize business, a balance of art & science.
  • Serves as the chief talent manager and is the owner of talent in their store. The GM is a people leader who has a strong ability to guide and provide structure to his/her teams. Motivate teams and sets clear, specific expectations with accountability. The GM is a strong coach who develops his/her talent and grooms future store leaders.
  • The GM demonstrates strong command skills and inspirational floor-present leadership. The GM communicates with clarity, to engage both customers and colleagues in a simple yet dynamic way. Influences customers to love us and inspires colleagues to believe in us. Leads through empowerment and is a role model by demonstrating/executing what is expected of others. He/she is a culture creator and carrier.
  • Exhibits strong functional proficiency. Demonstrates foundation of operational excellence and essentials of running P&L (including expense and shortage). Capitalizes on key business opportunities and delivers on key performance indicators. GMs need to have high say-do ratio and brings strategies to consistent successful execution.
  • Demonstrates ability to be agile and can prioritize in a fast-paced environment - can juggle multiple projects - can identify primary and secondary objectives, prioritize tasks, and communicate effectively to team members and key stakeholders. Ability to monitor and maneuver workflow to achieve priorities. Proven ability to put in place multifaceted retail strategies that support and drive business outcomes. Can make quick decisions.

Bloomingdale’s operates as a nationwide upscale department store with 32 Bloomingdale’s locations, 21 outlet stores, four Bloomie’s shops, and international locations in Dubai and Kuwait. It sells fashion, accessories, beauty, and home goods through in-store experiences with personalized service from store associates. The company differentiates itself with a full-line luxury retail experience under Macy’s Inc, a fashion-forward brand image, and a family-like culture that emphasizes community involvement and philanthropy. Its goal is to help customers grow professionally and personally by offering development opportunities while maintaining integrity and community-centered outreach.

Company Size

5,001-10,000

Company Stage

N/A

Total Funding

N/A

Headquarters

New York City, New York

Founded

1861

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Simplify Jobs

Simplify's Take

What believers are saying

  • Women's assortment broadens Rhone's customer reach beyond men's performance apparel.
  • Northeast shop rollouts can lift in-store traffic and conversion this summer.
  • Existing Rhone online sales support faster scaling across Bloomingdale's channels.

What critics are saying

  • Rhone expansion can push customers toward direct purchases, compressing Bloomingdale's margins.
  • Concentrating growth on one vendor increases exposure to Rhone execution or inventory shifts.
  • Costly flagship merchandising can underperform if traffic and conversion disappoint.

What makes Bloomingdale's unique

  • Bloomingdale's deepens Rhone partnership with flagship windows and shop-in-shops.
  • It will add Rhone women's collections at select Northeast locations.
  • Rhone already generates a 30% wholesale increase for Bloomingdale's.

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Benefits

Health Insurance

Dental Insurance

Vision Insurance

Paid Vacation

Flexible Work Hours

401(k) Retirement Plan

Performance Bonus

Employee Discount

Company News

The Brooke Law Firm
Jul 21st, 2026
Luxury retailer Saks emerges from bankruptcy.

Luxury retailer Saks emerges from bankruptcy. John Brooke - July 21, 2026 NEW YORK, June 29 (Reuters) - Saks Global emerged from bankruptcy last week with fewer stores and a renewed focus on upscale luxury, as it looks to close a rocky chapter in its storied history. But the American department store conglomerate now faces its next battle: winning back customers in a strained luxury market and avoiding ending up back in court, a trend all too common among bankrupt brick-and-mortar retailers. Saks Global was formed through a debt-fueled merger in 2024 to encompass Saks Fifth Avenue, Neiman Marcus and Bergdorf Goodman - three mainstays of U.S. luxury fashion that have for more than a century connected American shoppers to exclusive brands. The original Saks Fifth Avenue store was opened by retail pioneer Andrew Saks in 1867. The company, now renamed Exemplar Luxury Group, filed for Chapter 11 bankruptcy in January after vendor payment delays and months of withheld inventory. Saks says it is on stronger financial footing after more than halving its store network to focus on its best-performing premium outlets, while largely abandoning its off-price stores. The streamlined strategy, the company says, will help it achieve its lofty financial targets, including revenue growth at a compound annual rate of 7% between fiscal years 2027 and 2030. To get there, it needs to woo back shoppers. Meanwhile, rivals Bloomingdale's and Nordstrom have jumped on Saks' troubles to bring in business. "The Saks-Neiman network has to start demonstrating positive sales," Cohen said. "Their forecasts for recovery are highly optimistic." The restructuring also slashed Saks' debt 75% to about $1.2 billion, wiped out Saks' shareholders including Amazon and handed control to its senior lenders. Leverage for essential brands. Saks' biggest luxury vendors already enjoyed a leg up throughout the bankruptcy proceedings, securing exclusive payouts for pre-bankruptcy claims while many smaller brands have been left with little recourse, according to four people with direct knowledge of the payments. The dynamic reflects the sway that leading luxury brands will continue to hold as Saks zeroes in on high-end retail. Saks also ended its e-commerce partnership with Amazon during the bankruptcy proceedings as part of its shift away from mass-market shopping. High-end designer and luxury is "the space that they understand best," said Gary Wassner, the CEO of Hilldun, a factoring firm that guarantees orders for about 180 Saks vendors. Jonathan Saven, the CEO of luxury women's fashion brand L'Agence, said he trusts Saks' new management team to operate the company successfully. Many smaller luxury brands, however, are poised to get the short end of the stick. One Saks vendor, who is owed at least $20,000 in unpaid invoices, said he has not recovered any of his pre-bankruptcy claims - and he has given up on the prospect of getting the money back. The company said nearly half of the vendors that were offered recovery on pre-petition claims were small and independent designers and brands. Saks is keeping hundreds of agreements that let vendors lease space in its department stores or retain control of their products until they are sold, court filings show. Now, some brands that do not yet have these so-called concession and consignment agreements are hoping to sign them, according to three sources familiar with vendors' plans. But it could tee up a fresh battle. Wholesale makes up 75% of Saks' business, a company spokesperson said - a model that "will account for an even larger share of our revenue going forward." The company said it "regularly" works with brands on joint strategies but will keep prioritizing wholesale. Concession and consignment deals could also further box out smaller and emerging brands. "It's not a fair system," said Thomai Serdari, a luxury brand strategist and marketing professor at New York University's Stern School of Business. "It favors brands that have more capital available."