Brandon Mixon

Worldwide Grocery Stores (Fresh/Go/Whole Foods Market) | U.S. (National)

Senior business and people leader accountable for national launch execution, organizational readiness, and leadership capability across 50+ sites. Partner to Director-level leaders, leading a team of 7 senior field managers and influencing cross-functional organizations in a highly matrixed environment.

• Own national field launch execution program delivering 51 site projects (18 new builds, 33 renovations) with 100% on-time, on-budget execution while ensuring organizational readiness, leadership capability, and workforce alignment.
• Lead and develop a team of 7 Field Launch Managers through performance management, coaching, and career development; promoted a direct report to Senior Manager through targeted development planning.
• Balance delivery and people outcomes by integrating talent readiness, training, and leadership capability into execution plans for every launch.
• Influence and partner with PXT (HR), Learning & Development, Operations, Legal, Construction, Tech, and Finance to align people strategy, execution priorities, and business risk mitigation.
• Use business, readiness, and people metrics to assess execution risk, capability gaps, and organizational health, driving targeted interventions and leadership actions.
• Influence 7+ cross-functional teams without direct authority to resolve execution, people, and process risks in high-ambiguity environments.
• Provide regular executive updates on program health, organizational readiness, talent risks, and mitigation strategies.

Virginia & North Carolina

Senior business and people leader with full accountability for P&L, operations, and organizational health across high-volume $80M+ locations, and a 12-store district. Led large, diverse teams (of up to 350+ employees) while owning business performance, talent strategy, workforce planning, and culture through periods of growth and transformation.

• Owned full P&L and operational performance for $80M+ locations, consistently exceeding sales targets by 9–17% YoY while improving operational KPIs, safety, and guest experience metrics.
• Served as District Operations Leader across 12 stores while concurrently leading the highest-volume location, driving performance through leader capability, execution rigor, and organizational clarity.
• Led end-to-end people strategy, including workforce planning, talent development, performance management, succession planning, engagement, and employee relations.
• Directly led HR leaders and partnered with regional HR to ensure consistent, compliant, and scalable people practices.
• Acted as the final decision-maker on complex employee relations cases, balancing business risk, fairness, and team member advocacy.
• Led annual performance cycles, talent reviews, and calibration discussions to improve leadership quality, bench strength, and internal promotion readiness.
• Built and scaled seasonal workforce strategies, hiring and onboarding 75–100+ contingent staff during peak periods, while maintaining service levels, labor targets, and compliance.
• Led full-scope remodels and operating model changes, coordinating cross-functional partners (Remodel, Property, Contractors, HQ), while maintaining business continuity and team engagement.
• Designed and implemented recognition, accountability, and communication systems that improved engagement survey results, and reduced attrition.
• Used business, labor, and people metrics to diagnose performance gaps, guide leadership actions, and prioritize operational and organizational investments.

• Lead day-to-day operations of the Asset Protection (loss prevention) team in Chesapeake, VA, by building cross-functional relationships between key partners to reduce losses and improve safety culture.
• Delivered improved shortage results year over year, adding to top-line sales and profitability.
• Led district-wide safety, compliance, and risk programs in influencing HR and Operations leaders cross-functionally to improve safety culture, compliance outcomes, and operational consistency.
• Lead the Backroom Remodel Pilot for space-constrained stores as the second store in the company, with a goal to increase backroom capacity and organization by managing key stakeholders (contractors, remodel lead, remodel team, and property management business partner). Provided feedback to key headquarters partners on wins, opportunities from the remodel, and keys to success going forward for future sites.
• Peer trainer for new-in-role executives and district trainer for safe and secure management, apprehension certification, and non-violent intervention/de-escalation of executive leaders throughout the market.