 Achieved 101% of the sales plan, 104% of the profit plan, and 103% of the membership goal in the final year. Ranked 1st in the market (10 clubs) for membership upgrades and new credit accounts – both key metrics. Ranked 1st in the market for charitable donations – raised funds for the Children’s Miracle Network. Ranked 1st in the market for year-over-year reduction in employee turnover. Improved compliance in every area of the business and drove operational audit scores from 76% to 92%. Introduced curbside pickup service for online orders – oversaw every aspect of a very successful launch. Received a “Community Service Award” in 2017 from a youth sports league in recognition of ongoing support.

 Exceeded the profit budget all 4 years while reducing inventory shrink from 0.36% to just 0.26% of sales. Successfully lifted the club off the “high shrink list” for the first time in more than 20 years. Ranked 1st in the market (13 stores) every year for operational audit scores – improved from 76% to 97%. Ranked 1st in the market every year for employee engagement & satisfaction – improved from 69% to 94%. Awarded the “Helen Walton National Award” for outstanding community & employee engagement. Awarded the “Leadership Award” from the Twin Cities North Chamber of Commerce in 2012.

 Awarded “Club of the Year” in 2009 for outstanding overall performance in the market (13 locations). Ranked 1st in the market for operational audit scores – improved 21 percentage points from 74% to 95%. Implemented new loss prevention controls and reduced shrink from 0.34% to just 0.22% of sales. Ranked 1st in the market for employee engagement & satisfaction – improved 30 points from 64% to 94%. Selected as a finalist for the “Helen Walton Award” in 2011 out of 139 locations throughout the region.

 Drove the market from 58th to 18th in the entire company (58 markets) on the overall membership scorecard. Rolled out the company’s new upgraded membership program to all 15 locations and exceeded all targets. Increased the average daily rate for membership upgrades by 73% – improved from 10 to 17.3 per club. Ensured membership growth by analyzing sales trends and forecasting membership sales for 15 clubs at multiple levels to execute processes based on each community Planned for and ensured others had the information, resources, implementation time, and talent needed to accomplish business initiatives Monitored strategies, implemented action plans, measured progress and performance and redirected efforts when goals changed or results were not met

 Implemented new directives that quickly reduced inventory shrink and improved employee engagement.

 Averaged 8-10 projects at a time and opened or re-opened every club on schedule – never missed a deadline.  Maintained a perfect safety record the entire time – no accidents over the 2 years. Developed new scopes that improved reporting processes for every project – this rolled out company-wide. Implemented a new ordering & tracking system that significantly reduced fixture expenses. Awarded by the store planning division for exceptional process improvement and expense savings in 2003.