As a member of a small development team, I am involved in every aspect of the business from development strategy, hunting sites, land acquisition, underwriting entitlements, land use planning, designs, construction, financing, marketing strategy, leasing, all the way through setting up tenants into their newly constructed space. On a day to day basis, I am leading the advancement of projects through the design, entitlements, permitting and construction phases to deliver commercial real estate projects. Motivated through an entrepreneurial mindset, I'm excited to continue cultivating new opportunities while leading the execution on the existing real estate developments.

Worked to build out the project management office to support major capital projects ahead of key supply network growth. A key component to this is working to define roles and responsibilities as we incorporate an end to end business PM presence into an established group. This requires influence over decision making both vertically and laterally to develop an optimal project execution structure. As a Senior PM/Program manager for heavily automated facilities, I was leading a group of work-stream leads to execute new building construction, automation implementation, tech installations, product and software deployment, replenishment ramp up, and handing sites over to operations. Automation collaboration and executions include GreyOrange, Locus, Packsize, Dematic, and Sparck Technologies.

As a Sr. Program Manager on the network strategy team, my role has shifted towards more of a strategic, design and management role. I am now leading direct reports to support the distribution and fulfillment network with a focus on micro-fulfillment centers to address a developing focus in Kroger's ecommerce strategy. On the front end of this strategy, I am working with the different work streams to define the scope and build out solutions that attains the objectives and provide the financial return. In a rapidly growing and evolving market, the solutions often change and we continue to refine the scope and either incorporate into in-flight projects or roll out in future projects. Strong leadership of the team is extremely critical for continued success in this fast paced environment. I am working closely with team members to standardize procedures for project execution and forecasting and to properly document risks, lessons learned and value engineering opportunities to capitalize on learnings.

As part of the Network Strategy Team I am working on both the Ocado Fulfillment Center Program (Home Delivery) and major capital core projects to further develop the distribution network supporting retail stores. The fulfillment and micro-fulfillment centers are comprised of green field and brown field builds. At a high level, the role is to take the project from site selection and capital approval all the way through construction and ultimately handover to operations for Go-Live. This role requires the cross functional management and coordination with various work streams internal and external to Kroger. Some of these have direct lines of management, while most of which rely on horizontal and vertical influence and collaboration to achieve solutions for key stakeholders. Work streams include the following; data analysts, real estate, economic development, design, permitting, MHE partners, technology, digital, sourcing, replenishment and operations, etc. My primary role as PM within this team is to represent the business needs by developing and delivering projects under budget and on-time.Outside of the core responsibilities pertaining to project development and execution, I also have taken on many program level duties and management responsibilities. The program responsibilities consist of reporting to leadership on project status and escalation topics for the entire program and also taking the lead on forecasting on a period basis to support the program controller. With a fast paced evolving program, I have also taken a critical role in onboarding new employees while also leading direct reports.

Built the project management department and integrated with existing departments by influence and collaborating both vertically and horizontally. Led the creation and rollout of metrics for delivery on time, cost management, forecasting accuracy, and performance analysis to gauge success of project execution. These metrics led to identification of the top three contributors for schedule and cost variances, which are now the focus of company-wide objectives. Developed the operations team to streamline planning and scheduling to improve the communication from procurement all the way through the takeover testing at the clients site.

Introduced new revenue streams and led the development of aftermarket sales strategies. In addition to the standard aftermarket support, these new opportunities of inventory plans, refurbishment programs and kit rollouts helped to drive revenues to a 22% growth between 2015 to 2016 and 54% growth from 2016 to 2017. Not only did these programs consist of building out the revenue streams but also building the infrastructure to support the programs. Created 30+ procedures with the CS team to improve efficiencies and establish consistencies of those departmental and cross-departmental processes.

Managed new projects and programs from quote through delivery. The responsibilities consisted of tooling design, process development, material management, risk mitigation (PFMEA), resource planning, etc. Successfully transferred 2 multi-million dollar programs from the US facility to Mexico.

Worked with sales to design, develop, and source products to address customer specific needs. After design of these industrial valve projects, the role transitioned into sourcing and production support for seamless execution.