The role of Director of Insights and Analytics at MMI allows me to build upon my experience with IRI and other Retailers. MMI plays the unique role of bring together suppliers and retailers for the betterment of the retailer/wholesales private label program. We use syndicated data to find solutions for clients selling “unique” new products. We provide accounts with better understanding of consumer and trends. What are the natural/organic trends? Why is natural disappearing from labels? MMI is a very flexible organization which has an advertising agency and direct research subsidiary, this allows for coordination of secondary data with primary solutions. Each month we publish an article in the Shelby Report covering various topics from Tetra packaging to growing K-Cups and Soda Stream.

Provide data insights to a FMCPG (Fast Moving Consumer Packaged Goods) client.

> My India team of 15 was delivering 12,670 individual analyses and reports per year. Those reports were designed and template with my guidance. An 18% increase over prior period with a staff reduction. > I contributed $1.3M in revenue which was 29.3% over target. > Increasing production effectiveness over several years with remote team while overcoming communications, language and cultural differences.> Managed the different touch points of the stores raw data flow: Monitoring the data restatements, geography redefinition, vendor questions and data QC questions. Watching for and address potential problems before they become major issues.> Two retailers participate with the Fresh Look delivery, the non-CPG side of the store. The fresh meat, produce, service deli, and bake off bakery products. Combining the scan data with fresh provides the retailer with a Total Store View. I designed the all delivery templates that provide the insights to the fresh sales of the retailer with Excel intelligent text.> The LinkedIn comments reinforce my skills, point person for questions and directions, team leader, and project manager. All of these skills should be transferable to any industry!> On-Site research analytics lead at Safeway Corporate Office

>I installed the first Drug Store Scanning System in CVS. They were followed by 35 other stores including Rite-Aid, Brooks, Hooks, Longs, Thrifty Payless, Independents and Walgreens over a three year period.>Drug Chains did not have any scanning expertise or electronic support in the 80’s as they do today.> I convinced SupeRx to let ME install a new store format without price marking for a grand opening in Rome GA. Multiple skills in Project management, technical management, personnel and training all were call upon. > I selected and negotiated contracts for the new InfoScan service roll out to 92 market locations.After food filled out, we back filed with Drug and Mass service. I managed the selection and the representation of the store samples and data quality using SAS and Excel analysis.> Later, the product evolved to census. Census allow for clustering, demographics, and segmentation of chain’s stores. Census permitted the expansion of consumer centric and store clustering that projection systems would not support.>I have completed Consumer insights, analysis and team training for the following major retailers:7Eleven, A & P, Albertsons, Albertsons LLC, Aldi, AWG, Balls, Big Y, Bi-Lo, BJ Wholesale Club, BP, Brooks, Brookshire, Circle K, Costco, Cub, CVS, Dollar General, Dominick’s, Family Dollar, Foodtown, Fred Meyer, Giant Eagle, Harris Teeter, HEB, Hooks, Hy-Vee, Jewel, King Kullen, Kmart, Kroger, Kum & Go, K-VA_T, Longs, Lowes, Meijer’s, Pantry, Pathmark, Payless, Price Chopper, Publix, QFC, Rainbow, Raley's, Ralph’s, Revco, Rite-Aid, Roundy's , Safeway, Save Mart, Schnuck, Shopko, Smith, Spartan Stores, Speedway, Stater Bros, Stop & Shop, SUPERVALU, Target, Tops, Valero, Wakefern, Walgreens, Walmart, Wies, and Winn-Dixie.

>Standard Grocery Co was a 50 store division of National Tea Co, which was owned by Loblaw in Canada. >As POS manager I was responsible for our customer’s sales transaction encounter. I provided sufficient training and policies for associates to deal with most customer interactions. I coordinated the hardware, terminals and check stand configuration. I had indirect supervision of 750 customer service associates. This position was created for the roll out of electronic scanning systems. >The founders of Information Resources approached Standard to participate in their Marion Behavior Scan test market. After collaboration with Canada we got the permission to convert 2 stores to Behavior Scan. These two stores were our first scanning locations. This required equipment purchased, software configuration, the building of store item databases from scratch. Support applications for the store’s databases had to be designed and implementation for ongoing updates. New shelf pricing, maintenance and user training had to be determined and implemented. Marion had 4 other stores; we all had to start prior to an IRI investor visit. All stores where scanning on time for the kickoff of Behavior Scan.>After Marion finished, we got approval for more scanning systems. One system would have 30 terminals in a 60K sq. ft. store. (very large for 1980). A new format, associates and labor scheduling package were added to the mix. Grand open was spectacular and the associates and system performed without any issue.>The last year’s budget was just over a million, enough for 10 stores. The process was so fine tune that a store was live each Wednesday every week for ten weeks. Toward the end of my tenure at National the division was sold. Since I had been working with IRI for over two years with the Marion Stores, they asked me to join them.

>NCR Corporation’s Data Center Division, SaaS, a computer time share service bureau for retailers, doctors, and credit unions to share. I completed several NCR Sales training seminars. The father of salesmanship, John Patterson’s philosophy was the primary course material. > I started as a sales representative focusing on floral and doctor offices. > I was promoted to account manager, selling to larger multi location retail stores and a junior department store. The last year I made the 100% club, by reaching 120% of sales quota for the year. >In addition to time share, I could sell data terminals and micro film services. I sold several terminals. 2000 micro film views were sold to a GM division.