Spearheaded personnel (Pharmacy Technicians and Pharmacists). Oversaw daily administrative functions, creating aggressive yet realistic goals for Key Performance Indicators. Established short- and long-term goals for the business. Initiated a budgeting spreadsheet which allowed more precise scheduling of employees to effectively match workforce with slow/peak demands, buying trends, seasonal shopping and client medical needs. Coordinated with an outside vendor in an in-depth audit of potential value.• Strengthened store workflow by crystallizing objectives and goals, diagnosed performance shortcomings, reinforced operations, and delivered decisive leadership, that resulted in increasing net income by $50K (24%).• Realized a 13% savings in COGS via proactive negotiations with a 3rd party wholesaler.• Complete update of all pharmacy information technology. Resuted in increase of effiency.• Managed redesign of entire website.

Provide leadership for a $40M+ district comprised of 4-6 stores within the Chicagoland area, while liaising with Director of Operations, Vice President and operating cross-functionally with Operations, Payroll, Real Estate, IT, Strategic Planning and Sales. Direct hiring, onboarding and overall management of approximately 40 district employees. Compose and institute new store layouts, driving volumes and optimizing shelf space.• Enhanced district productivity by 9% after conducting monthly reviews of KPIs, competitive dynamics (individualized for each location) and business/operations reports to maximize traffic. • Collaborated with Senior Leadership to create a schedule for division full store resets, while overseeing 3 full store resets, completing 2 ahead of schedule, and subsequently increasing sales, generating better product flow and providing shelf space for new incoming inventory. Reset schedule was subsequently instituted nationwide.• Spearheaded the opening of a new location in Mount Prospect, IL in March 2013, which generated $130K in the first weekend, approximately a 60% improvement over plan. Store eventually completed month with $780K in revenues, while budget was set for only $640K in revenues.

• Second largest condensed soup canning company globally• Lead intern on $40+ million renovation of cookers to reduce cooking time by more than 50%

• Solely responsible for quality control project to investigate inefficiencies in canning process and bean loss throughout the production process; findings identified 6 areas of improvement to reduce shrinkage by approximately 25%