Chris Tompkins

Results-driven Director of Internal Communications with extensive experience in strategic communications planning, contract management, and operational leadership across diverse teams. Proven track record in aligning internal communications strategies with business objectives to enhance customer experience, improve team member engagement, and drive operational efficiency. Expertise in field communications, store operations, disaster preparedness, and crisis management, with a focus on optimizing expense management, P&L, and KPI goal performance. Strong background in multimedia production, podcasting, and event planning to deliver impactful and consistent messages across multiple platforms. Adept in team building, fostering collaboration through creative and communications committees, and ensuring compliance with environmental and regulatory standards. Skilled in leading cross-functional teams to execute comprehensive, data-driven communication initiatives that support organizational growth and resilience.

• Safety Initiative and Action Plan: Lead a cross functional team to develop measurable KPI metrics, safety rewards and incentives, team member communication, and evergreen safety action plan to support company's initiative to prioritize team member and vehicle safety.
• Retail Sales Growth Initiative: During the same year as the Safety Initiative and Action Plan, also lead a separate cross functional team to evaluate opportunities in retail sales growth to gain market share, develop measurable KPI metrics and digital field dashboard for KPIs, draft communication and training strategy, and execute evergreen Retail Sales Growth Initiative that is currently leading our industry.
• Change Management: Facilitated the successful enterprise-wide rollout of a new communication platform, streamlining internal communications and enhancing store-level engagement and compliance.
• Strategic Project Leadership: Owned and executed the Store Task Prioritization and Reduction initiative, reducing store tasks and refocusing store teams on customer service and revenue-driving activities.
• Process Improvement: Directed the migration from a single national regulatory waste vendor to a regional vendor model, resulting in substantial cost savings and improved service levels.
• Crisis Response: As a COVID-19 Committee stakeholder, played a pivotal role in operational continuity planning, keeping 99.98% of stores open during the pandemic with clear guidance and procedures to ensure stores operated within federal, state, and local guidelines to safely take care of customers.