Bill Pieper

I was hired to be an intermediary between the CEO and the employees with the ultimate goal being to take over the day-to-day running of the business so that the CEO could take a step back from the business and pursue other interests.

Unfortunately, over the past 7 months, I have realized that my morals and values do not align with those of the CEO. Furthermore, his insistence on trying to run a small business like a Fortune 500 corporation creates what I believe to be an unhealthy work environment for myself and the other employees.

I co-managed the warehouse and up to 50 employees through the pandemic and post-pandemic which was 3 of the most challenging years in Carol House's 55+ years of business.

During this time, business volume increased by 40% which pushed capacity beyond its limits.

As a warehouse manager, I was at different times responsible for all aspects of operations including but not limited to in-home delivery teams, service technicians, warehouse staff, receiving, and customer service.

I was the primary manager tasked to deal with sales associates and managers as well as communicating directly with consumers when necessary.

I was also in charge of presenting safety training at quarterly meetings.

As a commission-based sales associate, I consistently achieved or exceeded my monthly sales quota.

I was selected as a sales trainer and also assigned to be one of two sales associates in charge of web-based sales and communication.

I was ultimately promoted to the position of Warehouse Manager.

I managed the day-to-day running of the business and up to 20 employees.

As the co-owner of the business, I was very hands-on in every aspect and there was not a job associated with the business that I was unable to perform.

I enjoyed the wide range of tasks that I might need to accomplish on a given day.