- First role of it’s kind in Shopify Support; blend between a Chief of Staff and Mobilization role- Identified and presented problems across the Support organization with proposed solutions- Aligned and allocated resources across Shopify to transform Support’s aims into actionable plans- Partnered with the Global Wellness team to develop and improve processes around, and reasons for, leaves of absence and accommodations in Support- Mobilized new physical working locations for Support; partnered with the Vendor Management team for additional BPO selection and onboarding, facilitating a smooth and successful transition to operations- Built the first balanced scorecard used in Support since 2015 for measuring performance across frontline teams; leveraged to create glide paths for tenure-based performance expectations

- Built and led the largest arm of Shopify's Frontline Support team - a globally-distributed, remote workforce of 800, including multiple layers of leadership- Areas of focus under my portfolio included English Support Advisors, Junior Support Advisors, Multilingual Support, Partner Support, and Social Support- Led strategic initiatives and builds (eg. created, built, and led the Junior Support Advisor team; transitioning from a globalized to regionalized support offering model)- Recruited for Leadership positions on my team and other portfolios across Support- Partnered with other delivery and enablement teams (ie. Workforce Planning, Vendor Management, BPO's, Talent Acquisition, Talent (HR) Business Partners, Technical Support, Learning and Development)

As a Guru, I supported e-commerce and brick-and-mortar shop owners around the world via telephone, email and chat. I would answer any questions that merchants might have: sales, online marketing, billing, technical issues, third party apps and design/theme support related questions to name a few. The role itself was very fast-paced due to the ever-changing environment and platform - this made it very challenging and demanding, but also extremely rewarding.

As a key holder at Boathouse I was responsible for the store and it's employees when the manager or assistant manager were not working or available. This involved delegating jobs to employees and making sure they stayed focused on their tasks; processing sales (including exchanges and returns); hanging new stock; and closing the store at night (cleaning and organizing the store's products, and closing the cash). I was also responsible for watching the stores for any suspicious shoppers and would be responsible for calling security if anything was out of the ordinary. As a sales representative we were responsible for exceptional customer service and cleaning and organizing product in the store.To provide exceptional customer service we greeted each and every customer that entered the store within 30 seconds. After allowing the customer to browse the store we approached them and would ask if they needed help finding anything. At this point, if the customer stated what they were looking for we would assist them in finding that particular item, or, if they stated they were just browsing we would inform them of one of the many promotions we had at the current time. We would periodically check back on each customer to ensure they were still doing okay, and would provide assistance while they were in the change-rooms as well (by grabbing other sizes, or offering a truthful opinion). Once the customer had finished shopping we would guide them to the cash, thank them for shopping at Boathouse, and allow a person from the management team to complete the sale.Throughout the shift when we were not helping customers, we were responsible for the cleaning of our section of the store. This involved putting away any stock from that section, re-folding and "sleeving" clothes, sweeping/vacuuming, and cleaning the mirrors.

As an assistant manager at Boathouse, I was responsible for the store and employees while the manager was not working. I was also the "acting manager" during the manager's vacation times. I was also the health and safety representative. When I was in charge of the store I was responsible for ensuring that all employees were performing their jobs to their highest ability; delegating tasks to employees; and opening/closing the store. This involved counting cash, performing daily counts/spot checks, and making sure the store was presentable.I also counted any new stock that was shipped to the store. After counting the stock, I would then hang it for employees to run. When there was not enough room in a section of the store, I would act as a quick "visual merchandiser". This allowed me to change walls and face-outs so new product could be displayed. I also looked after all new staff. I would screen resumes, perform interviews and train each new employee one-on-one. I was also responsible for the discipline/dismissal of any employees when unfortunate events occurred. In regards to scheduling, I could approve any shift changes that occurred. I was also responsible for finding other employees to cover shifts people called in sick/did not show up for. I was also responsible for ensuring customer service exceeded expectations and that sales were on the right track. This involved achieving and maintaining an overall store UPT and sales goals. If either of these began to lack, I would have to be creative and think of ways to improve our numbers.On top of being responsible for the employees and the store itself, I would also be maintaining a sales representative status by greeting customers, introducing them to new products, adding on items, processing sales, and completing their shopping experience by wishing them well and hoping they would return soon.

The Community Use of Schools department involved communicating with custodial staff and external community group users. I would receive, approve and categorize applications, and then schedule them in the "Class" database system. Rental contracts and invoices would then be emailed to applicants, and custodial reports would be sent to the schools to track the hours used. If any conflicts arose between the custodial reports and what groups reported using, I was responsible for communicating with the principals, group and custodial staff to resolve these issues.I was also responsible for the organization and keeping track of groups' insurance. I created and implemented an intricate excel spreadsheet that tracks when insurance expires, and has us notify the group a month in advance of their expiry date.At the beginning of each summer, I was also responsible for updating the "Class" database. This involved adding PA Days and holidays for the upcoming school year, and adding or removing facilities to match any building changes that happened throughout the year. I also handled the Maintenance Shop's MSDS books. This involved using an online database, Wellnet, to track all of the chemical inventory stored and used by maintenance staff. Each month, updated sheets would be printed and replaced in the MSDS books. In the Control Centre I handled "emergency" phone calls from the schools and tracked work orders using "TMA" software. In TMA, I received work orders, or would create them from the information received over the phone. I then assigned these work orders to the maintenance staff, or would forward the work orders to the appropriate contractors. Once these work orders are completed they are sent back to Control Centre with invoices, and I would update them in the database.I also had the responsibility of training new summer students. I was responsible for delegating tasks, and ensuring they understood how to use our software accurately.