Adam Feltes

Within my normal duties, I have brought a high level of execution to this store. I improved this Store's OER from an 81% to 90%.

Since taking over this location in August 2023, I have taken over extra responsibilities outside of my normal scope of work.

• I took over our CTS location and collaborated with other Store Director needs centered around staffing.
• I was the CTS Interviewer to support D79. I made sure all requisitions were current and trained other Store Directors when the hiring process was changed from Workday to MyMaverik
• I took charge in tracking all district openings and made sure we had plans to fill all open positions. We did this through staffing spreadsheets and weekly calls.
• I run our Bourbon captainship for our district and continue to contribute towards weekly communications.
• I was a talent captain for our Talent Days group and would help organize the events. I would participate in the sit downs we did on a quarterly basis. After the events, we would schedule calls and help Store Directors with IDP's, follow up, and training plans
• I've assisted in multiple training programs involving other Store Directors and other Store Supervisors. This entails setting up weekly check-in calls, customizing training plans, and collaborating with other high level Store Directors to make schedules and topics to cover.
• I have set up a district flex program with a GMT, OM, FSM, and O/N to help cover PTOs and store needs. Im in charge of scheduling and collaborating with stores, and District Managers, to see where coverage is needed.
• I aided in the transition of our district realignment in early 2024. I helped do District Manager tasks when needed. I would conduct SVG's, engaged in team building, and setting company standards.
• I have filled in for our district manager on numerous occasions. During those times, I problem solved staffing call offs, gave advice to overcome issues, and followed up on open tasks from the District Manager.
• I am continuing to be tasked with improving store conditions. I help stores get up to company standards by advising on routines, captainships, and daily checklist items.

I took over this location coming from a legacy store in Iowa City. When I went out in March, I ran both my previous location and this one, making sure both stores stayed staffed and in stock.

During this time, I navigated the store through Covid, BLM movements in Iowa City/Coralville area, and through Derecho later on.

While in role, the Xtreme arena in Coralville was built across the street. This brought in a lot of business and special events to the store. I was able to build the business from a 250-270k peak volume store, to 370-390k during the summer time.

OER came out during my time here. My first year, I was able to achieve 8th in the Central Division for OER.

I managed flex pool out of my location and staffed it to fulfill district needs. I was responsible for interviewing and training my team, as well as collaborating with other Store Directors on getting coverage in stores.

Developed my team to transition to full-time positions in stores in the area and brought Flex turnover down drastically. I was also asked to cover the district as needed.

I was nominated to participate in Grass Roots during my tenure here. During this time, I worked closely with the Relex team to help understand better inventory practices and improve District routines overall.

I was promoted to here from my role as a food manager. I took over this store while we closed our nearest location for remodel. This sent most of that customer traffic to me. The store ran significant sales increases, with most months being around 200k during the initial shutdown of the now #3502.

Being a legacy store, this location had its opportunities. The layout of the store presented problem solving challenges. We worked with space planning to reset the layout of the store and gained additional planograms to gain sales. We ran a food program out of this location revolving around hot box items. I built better practices around production and routines for prep in order to increase food sales.

My entry level position with Kum and Go started off with 5 of the 6 people in my kitchen being brand new to the company.

I got the opportunity to drive company initiatives around food and new kitchen setup. I was able to reorganize the kitchen to make it more efficient. I also got to train the new team members on the new food program.

I also had the additional challenge of working in a training store, so there were times we had to train in the kitchen as well.

I had 11 years of Management experience with Wal-Mart, with an additional 3 years of hourly supervisor experience before getting promoted to an Assistant.

I was an Assistant for 6.5 years in Grinnell Iowa, a lower volume location of about $45M. At this location, I learned how to run every area of the store, from Front-end, Fresh areas, Food, Overnights, and Hardlines/Seasonal areas. Our staff was around 100 people and a team of 6 Assistants with our Store Manager.

My last position with Wal-mart was a Co-Manager in Cedar Rapids, one step below Store Manager. At this location, we did roughly $110M in sales and ran a staff from about 350-400 people. As A Co-Manager, I was responsible for 1 of 4 major areas of the store, as well as helping run the team of 13 Assistants, Asset Protection, and the rest of our Hourly Associates. We also had fiscal responsibility of the store and were also expected to drive company initiatives. While at this location, I was our District Champion for Inventory Practices. I left the Company due to a Corporate restructure which involved a majority of my position being eliminated.