Crystal Ackerman Email & Phone Number

Phoenix, Az, Us

Phoenix, Arizona, United States

Promoted from Sr. Director to VP in 2021, my priorities were: Exceeding financial goals, team development, and creating center of plate value for our customers. I was energized as this would stretch my skill set in a diverse area of the country while overseeing a business for four distinct banners.I began in the stores to build field leadership rapport, learn what was happening at shelf, and identify customer needs and wants. I then spent time with my team, peer partners, and key executives while studying financials and accounting rules.To gain momentum, earn trust, and build credibility, I went after quick wins while working on long term projects. The first was recommunicating product specs allowing for product consistency and reliable data to make decisions. More importantly, we told our field leadership why this mattered. This simple workstream facilitated the shift from individuals trying to change results to teams of teams improving the customer experience.From here, I introduced programs in my own departments and in collaboration with other departments on emerging trends such as meals and plant-based proteins. And fortunately, this was before the pandemic changed the world. Our results during this time were phenomenal as we built trust with our customers through innovative solutions. And as a team, we got closer by being intentional and efficient. We thrived and our internal culture scores rose.Another significant accomplishment in this role was the award-winning launch of Certified Angus Beef® in two languages. This required detailed planning, training, robust marketing, visual merchandising, and chain-wide commitment.In total, I effectively navigated ambiguity and exceeded the financial goals set with regards to sales, gross margin, own brand penetration, and market share. I also advocated for community involvement within our company and became active in industry organizations including serving as co-chair of the Annual Meat Conference.

This role was unchartered space from a product standpoint, and as the first female Director of Meat & Seafood at Meijer, I had to earn trust. While financial success was top priority, improved business continuity and collaboration were essential.Financially, I inherited a frustrated team who missed sales plan for 19 consecutive periods. The path to success started by empowering the team while providing coaching and support. I earned trust by listening loudly, seeking expert knowledge, and sharing my strengths and weaknesses.While the above was critical, it was just the beginning. Objectively, I had to understand our customers’ needs and wants, and who our competition was. Internal team collaboration helped but was influenced by history and bias. In response, I submitted a business proposal and was approved for incremental funding for a third-party consultation. This analysis validated truths and uncovered blind spots with customer testimonials and a SWOT matrix.One outcome was an updated marketing campaign to tout quality and build personal connections. Once implemented, engagement increased by 6% and we built upon it in future years for continuity.Another example was our holiday strategy. Retail is highly competitive this time of year, so we simplified our strategy to be 100% customer-focused and drove record-breaking results.We also remerchandised the department to work harder. Examples included: Created space by reorientating packaging, updated wayfinding, introduced in-aisle cooking & prep tips, and brand rationalized for meaningful partnerships.Within three months, we shifted to exceeding sales plan for 27 consecutive periods with improved margin, turn, and market share for two consecutive years. Over time, I onboarded two incremental associate buyers, and team morale grew.Throughout it all, my passion for people and results remained strong, and my passion for the Fresh business and advocating for women in male dominated spaces grew each day.

In this leadership role, I drove sales and margin increases through accurate forecasting and heightened on shelf availability while partnering with the Fresh vice presidents. I also supervised three direct reports and 32 indirect reports in building financial plans and effectively flowing inventory. In addition, I helped generate food waste savings by being an active participant in a companywide, cross-functional project team.

In this role, I facilitated sales, direct margin and inventory turn improvements in partnership with the merchandise director. I also oversaw 17 direct reports, helping them to achieve their personal and organizational goals. I managed to reduce average inventory by more than 10% within 90 days after starting the position by implementing new processes for driving efficiencies without impacting the customer experience. This position required use of my strong analytical skills to understand why inventory overages were occurring and how inventory related to sales within velocity groupings in order to maximize total performance.

In this leadership position, I worked collaboratively with the company’s merchandise director to drive improved performance. I also managed 10 employees. One of my major successes in this role is that I reduced the financial impact of obsolete inventory by successfully leading a corporate wide seasonal ladder plan project. I also drove increased productivity in secondary placement programs over the prior year by developing effective endcap monitoring.

In this position, I led a core team of four in meeting the company’s annual sales and margin objectives. I was successful in reducing our vendor base by over 20% to foster more meaningful partnerships. I also provided double digit annual sales, direct margin, and turn increases versus the prior year. One of my greatest accomplishment in this role was launching the Yankee Candle line of products which included a robust marketing campaign and led to a significant category sales increase.