Ashley Maddox

Dynamic Store Manager with proven expertise at Walgreens in enhancing customer satisfaction and driving sales through exceptional service and effective team leadership. Skilled in cash management and inventory control, I successfully implemented loss prevention strategies, significantly reducing shrinkage while fostering a collaborative environment that empowered staff to excel.

I started my Walgreens journey in 2016 as shift lead. In this position I was a trusted store key-holder with responsiblities that resemble the combined expectations of a department and cash lead with Shoe Carnival. I also opened/closed the store and adhered to daily task lists. After approximately 2 years in this position, I was promoted to the Assistant Store Manager Trainee position. Here, I increased my managerial knowledge and was taught to be more of a leader. As I continued to excel in this position, I was transferred to 4 different locations within a 3-year period to share my knowledge, skills, and talents. It was in this position, as well, that I was trusted to train two Store Managers various standards of procedures that were new to the company. (Even though their positions were two positions above my own.) In 2020, I was promoted to the Assistant Store manager. I was only in this position for a year then was promoted to Store Manager and given a tier two store. I was here for approximately a year and my efforts help boost this store to a tier three for the next fiscal year. I was moved to a failing tier three store in 2022, where I lead a team to increase customer relations and profits in both the store and the pharmacy. I remained at this location for approximately a year before moving on to the challenges of a tier four store with opportunities in sales, staffing and customer relations. Only three weeks prior to relocating to this store, I lead a team of Assistant Store Managers three overnight store reconditioning projects. This included restocking the shelves, rotating and checking for outdated product, moving overstocked merchandise from the stock room to the sales floor, completing resets/revisions while adhering to a "Plano", and merchandising end caps, side panels, and the promotional aisles.

At this location, I can say that I've grown the most. There are 13 stores in this district, in which , only six are at a tier four level. meaning, I am one of a select few with the ability to manage and maintain a store of this volume. There has been a drastic increase in customer relations, team morale, and store condition as well as a growth in prescriptions sales.