Deliver on large inter-connected outcomes for Global Supply Chain. Lead cross-functional technology programs ensuring end-to-end delivery across the business. Drive continuous improvement plans and risk mitigation strategies. End-to-end program manager.•Plan, coordinate and execute to project plan; mobilize teams throughout the organization to deploy the right strategies at the right time.•Coordinate and facilitate project charter, story mapping, sprint/release planning meetings.•Enable different cross functional teams to meet goals by helping to identify roadblocks and create path forward.

Responsible for deploying consistent global approaches, processes, and mindsets across the Active Implantables & Pumps (AIP) Network by engaging leaders from across functions and regions. Monitored local process KPIs to ensure adoption and maturity.• Planned and executed the Supply Planning Global Design within AIP and AIP Manufacturing Sites; training audience of 65 people. •Led changes and activities with team members to ensure completion of activities and capture, address, resolve and escalate risks/issues. •Built commitment to the program through engagement and influence with leaders and key stakeholders. Provided regular updates/status reports to leadership teams. •Partnered with Enterprise Plan Center of Excellence on rollout timelines, new initiatives, and process improvements.

Guide critical operations projects through full lifecycle, including new store tests, store remodels, store builds and rollout of innovative and novel programs. Build and manage cross-functional project teams, ensuring open lines of communication with all team members. Sustain operational culture focused on collaboration and accountability for performance. •Led projects from concept and initiation through planning phase, including establishing budgets and timelines, identifying stakeholders, and defining milestones, before managing full execution and delivery. •Planned and executed the deli rollout, resulting in an increase in store sales.•Managed the development and build out of the first city store concept (smaller format store). Partnered with real estate, construction and facilities teams. •Operations representative for the COVID response team, ensuring that stores receive the proper protective equipment and implement new safety protocols.•Managed the “Marketplace Concept” project to define the store build, layout and merchandising for future stores. Managed first store builds and remodels with the new concept. •Partner closely with senior executives to ensure effective and efficient interdepartmental communication by creating bi-weekly stakeholder meetings and project trackers – holding teams accountable.

Directed business operations initiatives and projects within Legal & Compliance department, including analyzing processes to identify those in need of transformation. Developed strategic plans and process improvement strategies with a focus on protecting business assets while also delivering on growth and advancement objectives. Sustained ethical best practices and standards associated with Lidl brand. Created and documented SOPs for business licensing as company grew. •Collaborated with local, state and federal authorities, legal counsel, and internal departments to identify legal requirements and processing times for licensure. •Monitored relevant legislative and regulatory changes impacting business operations, evaluating and reporting on potential implications to initiatives, processes, and brand. •Served as Project Lead and primary point of contact for external agencies and internal stakeholders on any topics related to store, warehouse, or regional office operations. •Introduced tracking system to maintain data on store licenses and track all applications and statuses, which improved accessibility and speed of data transfer by maintaining one centralized system.•Created lifecycle-licensing timelines and communicated critical filing deadlines, prerequisites, and scheduling impacts to key stakeholders to ensure seamless delivery of site-specific licenses.•Oversaw financial and KPI analysis of vendors’ scope of work, outside counsel billing, and cost of human capital as part of annual department budget development and forecasting.-Acted as Licensing and Operations Project Manager during a company acquisition and evaluated new company’s processes, staffing and regulatory compliance status. Made recommendations and implemented changes.

Directed strategic planning and business analysis for CEO, collaborating across C-suite on project management, goal setting, organizational change management, and performance assessments. Communicated daily with CEO to review project progress, discuss initiatives in various stages of development, report on client feedback, and share other stakeholder concerns. Provided comprehensive guidance and consultation related to programs and opportunities, as well as made recommendations for operational best practices. Partnered with HR Director on staffing, recruiting, performance management, and employee relations. •Supported organization in understanding nuances of the American market, integrating brand standards into operational model while still ensuring stores would serve consumer needs.•Planned and facilitated monthly leadership meetings, gathering insight into issues, project changes, and other operational needs that could affect long-term strategy, reporting on discussions to CEO. •Partnered with CEO on retail store site visits to evaluate operations, as well as traveled alongside executives to conferences and functions and attended meetings as a representative of the CEO when needed. •Acted as liaison between CEO and stakeholders, mediating disputes before they reached the Executive Board. •Communicated with Board members and provided weekly presentations and updates on projects.

Spearheaded projects and managed full lifecycle for brand launch and operational structuring within US market. Negotiated contracts with vendors and contractors. Developed budgets and tracked expenses. Collaborated with store-level leaders on identifying and implementing process improvements to drive customer satisfaction and profitability measures. Managed project teams, cultivating a culture based on teamwork and communication. •Created performance metrics and KPIs for all retail stores within US, providing comprehensive and consistent strategy to assess and evaluate positioning of each market. •Designed and executed Training Center concept in five months, which included building mock-up sites in central locations to minimize employee commutes and negotiating leases for sites. Partnered with real estate, construction and facilities teams. •Drove procurement of training and site supplies as Project Manager on Training Center concept launch, as well as developed training plans for more than 2K employees prior to startup of retail operations in the US. •Reduced store building costs by more than 20% through sourcing items and equipment locally as opposed to relying on existing German suppliers, as well as through reducing redundant or unnecessary equipment.

Managed multi-unit retail operations for up to six stores within district, including leading sales and marketing strategy, identifying process improvements, and creating initiatives to support growth efforts. Administered budgets with emphasis on controlling costs and delivering on profitability goals. Assessed staff performance, integrating KPIs to emphasize sales revenue growth, delivery of customer service standards, achievement of productivity goals, and adherence to Aldi policies. Communicated with diverse stakeholders, including contractors, vendors, office personnel, and store teams. •Spearheaded opening of new stores and managed full lifecycle of projects from negotiation with construction teams and financial planning to coordination of daily workflow and recruitment and hiring of store personnel. •Recruited and trained more than 50 employees for region.•Sustained revenue of more than $1 million for retail stores through effective data- and metrics-driven leadership.