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Oakwood Drive, Chesterton,
IN C: H:
MANAGER – OPERATIONS
/ Growth Strategy / Training & Development / Merchandising /
P&L / MultiSites
/ Performance Improvement / Inventory Control / Budgets / Cost
I developed a track record
turning around the lowest performing stores in multiple districts by
improving productivity, reducing overtime and payroll costs, cutting
inventory shrink, and designing effective merchandising strategies.
Known as a “cando” manager, I was tapped for some of the most challenging
In addition to directing
operations across facilities, I also was appointed to special projects
and repeatedly acknowledged for outcomes. I led topmanagement
recruitment and training efforts, developed standardized methods for
opening new sites, and hosted high echelon executives from both inside
and outside of the company.
for improvement and implementing changes
to increase productivity
Driving costs out of the
system through effective labor management
Leading major remodeling
and new facility opening projects
Mentoring employees within
a collaborative and teambased environment
My education includes
a BS, Management from Purdue University and training in
union formation law, food handling, and employment practices.
I was selected to represent the Division during separate Aldi presidential
visits and showcased a store to a visiting international executive.
Led pilot store remodeling
project. Aldi wanted to remodel stores in division. Led initial
remodeling effort, developing a standardized process for future stores.
Implemented employee work teams and interfaced with contractors. Cut
expected cycle time from seven to five days, lowered labor costs by
%, and saved $M in sales.
Reduced overtime payroll.
Assigned to a district with the worst payroll percentage of overtime
in the division. Refined each store’s employee and delivery
schedule and addressed staffing needs. Cut overtime % with a
corresponding reduction of % in payroll. Maintained high morale
while achieving status for metric in division.
Achieved record setting
inventory loss control. Division goals focused heavily on
cost control, with inventory being a primary source of losses.
Designed and implemented customized shrink action plans for each store
in three different districts. Averaged % reduction in shrink
Turned around underperforming
operation. Assigned poorest performing district in Michigan.
Streamlined work schedules, implemented intensive employee development
and training, and increased teamwork. Store became top performer
in one year, with a % increase in productivity and a % reduction
Cut recruiting costs
through training and development.
Recognized that employee retention is a major cost savings tool.
Developed cashiers, shift managers and assistant managers, preparing
them for promotion to store manager. Elevated people to manager,
saving $K over nine years on recruiting costs.
or responsibility at Aldi, Inc. a $B retail grocery chain:
Illinois Stores, to . Selected to lead recruitment efforts
for toplevel management candidates. Coordinated six grand openings
for stores in the Midwest. Maximized growth through productivity
improvement, inventory control, and creative merchandising for six stores.
Oversaw $M budget and staff.
Indiana Stores, to . Nominated by Director of Stores Operations
to lead six operational committees to improve divisional store performance
in IT, expense control, cooler/freezer products, and signage.
Trained and mentored District Manager candidates. Managed $M
budget and employees.
Michigan Stores, to . Recruited as Manger in Training,
progressing to District Manager with responsibility for four stores
in Valparaiso, IN Division. Ensured growth in sales and implemented
cost control strategies. Managed recruitment, training and employee
performance. Led $M budget and staff.
An avid marathon runner, I enjoy all athletics and act as an Assistant
High School Coach.