Kevin Witts Email & Phone Number

I currently lead the Employee Development team at Grand Canyon University. GCU is Arizona's private regionally accredited, non-denominational Christian university. The Employee development team prepares the university staff to meet the needs of GCU's students, ensuring that those students are fully supported through graduation. My team designs, develops and implements training and educational initiatives for all university staff and leadership. Go 'Lopes!

Manage enterprise projects from a communications, training and readiness perspective. Implement training and development initiatives that grow individuals, teams and the business. Support developmental opportunities for functional business areas.• Developed and implemented a comprehensive leadership coaching model for 250 field and corporate managers that reduced turnover and eliminated potential risk and litigation to the organization.• Pioneered a process improvement methodology that identified gaps in performance and generated change. Sustained results included reduced inventory of $3M, cost savings and improved team efficiency.• Built a change management process utilized for enterprise-wide projects, including an SAP installation, that saved $200K in consultant fees, improved communication, reduced risk and ensured performance sustainability with end users. • Conceived and implemented a team development strategy for the I.T. and Supply Chain groups that clarified goals, ensured consistency and alignment, launched a succession planning process, and improved communication. • Established a field leadership development and learning process that stimulated critical thinking, ensured that tools and development plans were in place and results were measurable. Utilized “cohort” approach to ensure that the learning stuck.• Created a supervisor engagement program that improved moral and reduced risk at 8 Distribution Centers. Program was successful in reducing Union vulnerability, enhancing leadership skills and identifying gaps in performance and communication, resulting in improved efficiency.• Launched a comprehensive, self-funding rewards program for store managers and field leaders that stimulated sales and operational performance. Utilized a 10-point “scorecard” to measure results.

Led a temporary project aimed at improving sales and increasing customer engagement in the Services Businesses (Pet Grooming, Pet Training, Adoptions and PetsHotels).• Managed a yearlong project that included creation of job families, restructuring and revision of job descriptions, identification of key positions, reassessment of total rewards, development of training modules and testing of new customer offerings.• Drafted and launched a behavioral interviewing methodology designed to upgrade hiring practices, reduce turnover, enhance interviewer skills and improve customer service.• Led an acquisition team that converted 16 Canadian competitor stores (Super Pets) into PetSmart stores. Focused on retention of employees, training, cultural indoctrination, and seamless transition. Stores showed a 28% increase in sales after 12 months and achieved a 28% turnover goal.

Responsible for creation and execution of all leadership development programs. Led a team of 7 O.D. trainers and developers in support of 500+ leaders• Developed and delivered set of competency skills (Success Factors) for 300 + leaders. Competencies focused on business leadership, building teams and self-development. Model is still used for performance evaluation, succession planning and individual assessment.• Created and launched an individual development plan model that assisted leaders in identifying, planning for and acting on self development opportunities, including formal training, stretch assignments, special projects and mentoring opportunities. Project resulted in creation of 300+ IDPs and installation of a “resource bank” of tools that included e-learning, facilitated courses and assignment recommendations.• Facilitated an Action Learning course that stimulated effective decision making, influencing and creative thinking skills. Delivered to 250+ leaders resulting in increased sales, increased employee engagement, stronger financial skills and reduction in redundant practices.• Delivered numerous developmental, team-building, informational and learning sessions for groups, sizes ranging from 10 to 1000 Associates. Training sessions include DiSC, Behavioral Interviewing, Franklin-Covey FOCUS, Delegation Skills, Mentoring, Change Management, 360 feedback, etc.

Responsible for development and execution of all training initiatives for store and field management across 800 stores. Managed a team of 12 training developers and facilitators.• Created GETsMART management training program for newly hired and internally promoted store managers. Program addressed operational and leadership training deficiencies. Managed the selection and development of 8 regional trainers, implemented the test, pilot and roll strategy. Program remains in place across 1200 stores.• Designed and launched “Unleashed” customer service training initiative to 800 store teams. Program focused on customer interaction, selling skills, retailing basics and coaching skills. Resulted in increased sales, profitability, margins and employee satisfaction. Customer satisfaction scores increase 20% within a year. • Developed and managed new store orientation and on-boarding program, utilized in all newly opened store locations. Delivered in 200 stores, focusing on customer service, pet safety and product knowledge skills. Average new store sales increased 30% after introduction of program. Additional results included 10% reduction in turnover and increased employee satisfaction ratings.

Responsible for Customer Service, Communications and Policy and Procedures Departments, as well as the Field Support Group, Departmental Liaisons and Fleet Program. Led a team of Operations coordinators• Revised policy and procedure programs, condensing the number of operational store policies from 285 to 112. Created clarity around tasks and requirements, resulting in a 15% increase in store audit scores.• Managed Operational calendar for 700 stores, coordinating store events, task lists, store opening schedules and training programs. Eliminated non-productive task and store events.• Served as primary liaison between store locations and store support group on issues involving problem solving, communications, store procedures, best practices and policy changes.• Coordinated efforts of over 40 Field Managers by developing benchmarking analysis program to ensure customer satisfaction and delivery of financial objectives.

• Managed $4M retail operation with over 40 employees including salaried Managers, commissioned Groomers, and hourly full and part time associates.

Experience as an Operations, Store and Market Manager

Experience as a Store and District Manager

Maed, Adult And Continuing Education And Teaching, 4.0

Executive Certification, Executive Program, Institute Of Retail Management

Bs, Communications / Journalism