During Week 7 of the internship, we had a call with a group of leaders from COACH who are part of a program called ACT — an elite initiative for store and general managers. We learned about the structure of the program, who participates, how it’s implemented, and the results it generates. The ACT program includes top-performing store managers from across the U.S., and each participant is challenged to develop a year-long project focused on analyzing different teams and stores at COACH. The goal is to create a plan that helps them grow as leaders, and also support the development of others through mentorship.

Throughout this internship, I’ve already learned a lot about leadership. But this conversation helped me understand the more technical side of it: how to approach colleagues, how to inspire rather than give orders, how to communicate clearly and meaningfully, how to set goals, and how to navigate difficult conversations — whether it’s about performance, expectations, or customer interactions. It was incredibly valuable to gain practical strategies that go beyond theory. Sometimes people assume being a leader is just about directing others, but I’m learning that real leadership is about guidance, connection, and setting an example.

Later in the week, we visited the COACH retail store at the Mall at Millenia to observe their daily operations, customer experience, business performance, and visual merchandising. It was both insightful and engaging — and admittedly a bit challenging because I wanted every single bag in the store (so yes, I also had to practice self-control! kkkkkkk).

We reviewed their KPIs and compared them to outlet store performance. For instance, the total weekly sales volume in retail is often what outlets can achieve in just a few hours. However, the retail customer experience is elevated. Thanks to the calmer environment, retail teams can fully implement the COACH service approach: Connect, Build, Close, and Continue. It was interesting to compare both segments and see how they complement each other — outlets drive business volume, while retail stores sustain the brand identity and deepen customer relationships.

We were also introduced to a new project this week: a business performance presentation to Glenn King, Divisional Vice President. Interns are pairing up — I’ll be working with Marlo since we’re placed at the same location — to analyze our store’s business dashboard and present KPIs, customer demographics, product performance, and business insights. It mirrors the presentations store managers deliver to COACH leadership, and it’s an opportunity for us to train and develop our technical and analytical skills.

Although it’s a bit overwhelming considering our final project presentation is scheduled for August 5 and this one is on August 8, I’m genuinely excited. It’s another opportunity to apply what I’ve learned, showcase my skills, and gain a deeper understanding of the business. As a Digital Arts major with a strong interest in marketing, I really value experiences like this — especially since I don’t always get this level of business exposure through my marketing minor. I’m embracing every learning opportunity and challenge with enthusiasm.