Ashley Kautz

WK Kellogg Co, Molson Coors, Reddy Ice

• Oversaw a $3 million plus portfolio for complex software implementation across business units, including new customer implementations.
• Developed strategic partnerships with leading retailers including Walmart, Sam's Club, Target, Meijer, and Kroger.
• Lead in the resolution of any issues and problems that develop during the project lifecycle, and effectively communicate risks and opportunities to involved internal teams.
• Manage the end-to-end implementation of each project, ensuring it is delivered on time and within budget.
• Identify areas of improvement in existing processes, procedures, and systems related to the program delivery cycle.

Walmart

• Worked closely with the client to purchase and coordinate manufacturing of project-related POS materials.
• Responsible for cost and purchasing, using best practices and standards to ensure cost-effective production of items required for each client/project.
• Built relationships with clients and vendors to ensure each project met clients' standards and satisfaction.
• Managed complex projects at once and ensured that all projects were on time and met clients' needs and expectations.
• Communicated with teammates, clients, and vendors throughout each project to ensure all parties understood the progress and were aware of any changes that may have occurred.
• Managed several $1M+ projects for clients (Remodel, Holiday, Entertainment).

• Developed, prioritized, and executed large scope merchandising projects per store to drive sales in Automotive and Home departments
• Provided guidance for development and execution of store-level projects representing needs of merchandising while advocating for stores and store level execution
• Developed content for One Best Way guides for company’s training program ensuring the most current information was used to train and develop associates
• Monitored productivity and performance standards ensuring business objectives were met or exceeded
• Maintained and updated policies and procedures, ensuring standardization across departmental operations
• Participate in creation of tax time order guide with key tax time items, allowing stores to order in advance and plan for tax time season
• Contributed to driving $34M of incremental sales to tax time business within six to seven weeks
• Partnered with Central Operations and Merchant to roll out Tire Return Tool process to all 2,500 Auto Care Centers successfully optimizing process and reducing store shrink

• Developed Store of the Community merchandising strategy for Back To College, tax time, cold/warm weather, and Hispanic demographics, ensuring correct merchandise is placed in stores based on community demographic and preferences
• Provided expert advice and guidance to Merchants for strategy and goal alignment to ensure proper merchandise was available
• Drove additional sales by running analysis on top key items and created Order Guides for operators
• Facilitated training and COE meetings to provide informative information needed to improve store and merchant execution
• Served as key point of contact for stores within mid-Atlantic division, fulfilling division requests and needs in a timely matter
• Drove an additional $7M in sales from the Back to College Order Guide
• Back to College program ran a 6% comp
• Created training content and documentation for Divisional Back to College stores
• Gathered weekly priority notes for Executive Leadership teams to use on store tours to confirm store adhered to leadership direction

• Tasked to re-open new Joplin, MO store after it was severely damaged by the catastrophic Joplin tornado
• Managed over 400 associates, which included 17 direct reports
• Oversaw operational and organizational standards as well as implemented marketing and financial strategy dictated by upper management
• Led daily store meetings, established operational objectives
• Managed key metrics including safety, quality and productivity as well as comply with all safety, health, and security standards
• Coordinated and executed plans for all seasonal transitions
• Reviewed daily, weekly, and quarterly financial data to ensure the store and staff were meeting financial quotas
• Interviewed, hired, and trained new employees, conducted performance evaluations and assigned duties and responsibilities
• Resolved computer systems and security issues during store relocation
• Drove operational and merchandise plans to achieve sales budget
• Store sales projection for 1st year reopened $90M, store surpassed the goal by $5M
• Store sales grew to $100M in two years