Trailblazers is a leadership development program for managers identified as high potential through the company. During the one year program, individuals take on all responsibilities of a Financial Analyst, plus additional project work.Fully responsible for owning and executing labor plans for 4 FCs every week. This entails facilitating weekly meetings with local sites, soliciting and updating all assumptions and constraints, recommending inputs and partnering with ops for adjustments, performing the labor plan solve over a 13 week horizon, and presenting results to regional leadership weekly.Other activities includes local cost accounting, financial reporting, budgeting, forecasting, performing daily walkthroughs with GM and Sr. leadership to discuss production, as well as current projects that maintain continuous improvement and cost reduction of operations.Managed a cost improvement project with the goal of realizing $5MM in annual savings across NACF operations. Project aims to reduce wasteful item transfers by improving vendor input procedures, refining initial item placement logic, and incorporating new item measurement technology. On track to complete FY 2020 with $1.2MM in savings realized YTD 2019.

Responsible for the safety, quality, and productivity performance of up to 250 direct reports, while delivering on customer promise, managing building flow, and meeting operational deadlines.Set numerous building records as IB Dock Area Manager during peak 2018, including single shift trailers turned (69), single shift volume record (1,588,816), single day volume record (2,855,296), and first shift to break 60,000 cartons.Hand selected to fill role of Inbound Operations Manager (L6 role) during Q3 and Q4 2018, expanding responsibilities of current role from Inbound Dock Area Manager to ensure success operations across all inbound departments. FTW1 produced positive results to LP financial plan each month of Q3, and placed no worse than 2nd out of 10 sites in the network for total volume processed each month of Q4.Created and implemented a system to improve outbound load quality that yielded $2.1MM in annual cost savings, replaced existing quality checks with improved processes without increasing labor costs thereby reducing downstream defects by 79%.Led IXD Exceptions Elimination project at FTW1. Implemented operational changes and coordinated with multiple stakeholders to consolidate piles across building. This resulted in an ending container level problem solve rate 11% over goal, 107% to OP financial plan, with IB problem solve the most impactful process path in the department.Oversaw building wide project with ICQA department dissolving into core operation. Detailed every function and responsibility of the department, assigned these to operational departments, coordinated with learning for all training, and ended the transition by maintaining “effective” connection scores while FTW1 maintained max VCP payout for all associates.Dedicated leader focused on the development of team; resulting in promotion of a direct report to L4 Area Manager, as well as 20 tier one hourly associates to seasonal and full time L3 leadership roles.

Supported a team of Display Project Planners who provide end to end project management on displays for all Johnson & Johnson skincare brands. Analyzed and presented key metrics to assist team in driving deliverable timelines and marketplace performance.Created a tool that separates and categorizes displays based on the open stock materials that populate it, explaining sales performance by brand, material, and Display Project Planner. Designated to solve a three-year problem for the Trade Customization department and their Demand Planning counterparts which resulted in a system used globally.