As a Senior Analyst on the Business Unit Operations team, my job was to be a swiss army knife, filling any role needed to help carry out day to day operations, long term planning and supporting our GM for the Identity and Access Management business unit. This included supporting one of LogMeIn’s top growth product in LastPass as well as supporting our remote access products: Central, Pro and GoToMyPC. Typically, my team would pick up roles in key initiatives that did not fall to one of the functions. These roles included:• Lead the cross-functional core team that consisted of Product, Marketing, Finance & Sales that was tasked with expanding LastPass within the Channel. In addition, I was responsible for the operations and strategy for the new program.• Lead analyst for the Identity and Access Management products on the new voice of the customer program. I analyzed the customer responses, worked on driving improvements of dashboards in Clarabridge. Communicated findings back to the relevant teams to drive improvements based on customer feedback• Built financial models for key initiatives as part of the annual planning process. Created pitch decks and business cases for top initiatives. • Sat on the LastPass consumer offering team, developed a strategy to increase conversion rates from 1% to 3%.

I managed the operations team supporting Staples B2B membership programs, that brought in over $600M annually. My team supported Staples complex B2B sales organization helping them be smarter and more efficient while prospecting, hunting, growing and retaining members. I lead efforts with the compensation team to bring the commissions plans more in line with business goals, the product team to improve customer experience, the analytics team to create predictive models to prevent churn, the marketing team to drive category penetration and many other strategic initiatives across the B2B portfolio.

I became the third member of the Membership Strategy & Innovation team with the goal of growing and improving our new membership program. I made an immediate impact by identifying a major gap in our management of the program and implementing a new process that saved the company over $1M in 2017. I partnered with our hunting and farming sales organizations to improve the lifecycle of our members. I also partnered across Finance, eCommerce and Customer Service to find new ways to bring in new members, convert existing customers and retain our members long term.

Responsible for vendor performance and customer experience across 1,000+ US drop ship vendors. I analyzed data to target vendors to work with and improve customer experience as well as vendor costs. I was responsible for an analyst and an intern who ran vendor reporting for my team. I worked closely with finance and transportation to analyze customer data to deliver products at the lowest cost to our customers with the highest service levels while driving business profitability for Staples.

In my last rotation of the Supply Chain Leadership Rotational Program I took my knowledge of Staples Supply Chain and applied it to our drop ship program. I managed vendor compliance and worked with the vendors to help reduce violations and improving our customer experience. I analyzed our collect freight data and identified over $100k of noncompliance per month.

While on the Sales & Operations Planning team, I took my knowledge of the field, having worked two peaks in a fulfilment center as a supervisor to create the peak season plan and forecast. I collaborated with key supply chain leaders to create a carton forecast, working schedules, and contingency plans. Another major project I worked on was creating a simulation for a new supply chain initiative to ship from store, and made a go forward recommendation.

Responsible for ordering and managing $1.2M worth of inventory across 6 vendors and 27 fulfillment centers. Forecasted demand, balanced inventory and collaborated with vendors to ensure our customer needs were met. During my time on the team, I used my knowledge of the fulfilment centers to help create a stronger partnership between the field and corporate, most importantly, worked with the members of my team so they could continue the strong partnership when I moved on to my next rotation.

Trained as a supervisor in all functions of the fulfillment center, leading teams including Inventory Control, Outbound Picking, Inbound Receiving, Delivery, Quality Control and Replenishment. I reduced missing and wrong rate by 5 basis points saving the company $48k in cost of poor quality, rolled out a new system to track errors, worked a bin box labeling project and worked with associates individually to drive improvement. I took lead on a green belt project to reduce damage of oversized boards, reducing damages by 20% in the first 5 months.

As a Supply Chain Quality Assurance intern, I worked with our field operations to track trends and drive improvements. I researched problem orders and audited customer service error code accuracy. I lead weekly quality meetings with our 27 fulfilment centers. I also had the opportunity to work with our Inclusion & Diversity program to plan events for the company’s first diversity week.

At VoiceFriend I worked closely with the CEO to help grow the business. I brought in two of the first 10 clients while creating a new process to save the company 20+ hours on every new client.

• Worked in Group Sales, Marketing, Ticket Office, Stadium Operations, Community Relations and Merchandise Departments• Ticket sales and processed orders• Represented team at community events• Prepared game day promotions for more than 40 games• Interacted with fans and sponsors to ensure the best ballpark experience