Debbie Parkhill

• Joined the company to help transform the midwest market from a manual batch-picking order operation to a centralized high-volume goods-to-person automated omnichannel fulfillment center
• This project has been URBNs largest company investment and TGWs largest project in North America
• Delivered KC1 phase 1 launch on time through the development of a 14-person internal process team and met business case in the first year
• Exceeding expectations in Safety, Quality, Cost, Delivery, and People KPIs
• Favorable to FY25 budget by 3.85M for 1st half of the year
• Working on deploying Phase 2 initiatives and roadmap design development for our next West Coast automation initiatives launching in FY26
• Liaison to 7 URBN Brands and the TGW Sales team to help drive automation initiatives across both companies
• Continuing to support development for TGW of new tools such as DART Analytics and WCS Commander to enhance their market offerings
• Key Note Speaker at ProMat, Chicago 2023
• Leading the network training leadership team and rolling out the ways of working initiatives across the network building standardization at URBN
• Developing a talent development rotation and pipeline for the company
• An active leader in Women at URBN, and part of the team that rolled out ERGs within our Supply Chain

• Launched our largest, 1.82M sq. ft. hybrid fulfillment center, comprised of non-sort, sortable, and third-party Walmart Fulfillment Services (WFS) marketplace end-to-end fulfillment operations.
• Pilot and support as a key stakeholder to product engineer team developing proprietary Warehouse Management System (WMS) Manual End Game scheduled to deploy to all Walmart eCommerce by FY25
• Delivered 1.8 OIR, less than 2% hourly attrition weekly, 94% average attendance rate with a new team and building launching directly into peak season
• Delivering against company KPIs targets on a minimum viable product system launch
• Onboarded over 680 hourly associates since July 2021
• Managed P&L, built a new bottom-up budget and labor plan for finance, and our vertical start-up team to use with future launches
• Hired and led 53 salaried leaders, scaling the operation to pilot the newest eCommerce engineering technologies for operations and piloting updated associate people platforms
• 94% retention and 54 promotions since launch, including 18 salaried leaders
• Network Cost Captain for the division, lead network weekly performance calls
• Support peer buildings on how to drive down cost using leading and lagging indicators to identify top loss and hold sites accountable to delivering against our countermeasures
• Flagship, supporting recruitment, training, on-site operations, and away team support for the launch of 2 new and 2 conversion sites in 2022
• Supported development of operational playbook format and establishing launch checklist and bill of materials
• Team captain of the Supply Chain Circle group led by Executive Vice President, Joe Metzger focused on improving inventory positioning and the utilization of break pack just in-time replenishment
• Central leader for Women in Supply Chain and Network Regional Ambassador for Supply Chain Lean in Leadership Circle on talent development and retention
• Nominated and selected for Walmart Aspire mentorship program for executive talent
• An active member of Next Up professional leadership team

• Leading our network SME team focused on the reduction of cost variation through the development of leadership cadence, operational discipline, benchmarking, and focused improvements
• Accomplished over 42 projects, value stream mapping, and documenting all current state processes using a standard work process map flow and associate and leader work instructions
• Pivoted to support the build-out of rapid onboarding for hourly and salaried leaders in Q1 and Q2 due to changes in business demand with the global pandemic while still delivering the FY21 roadmap
• Defined and launched standard leadership cadences, and network initiatives including hourly tracking, quarterly syncs, a weekly business review, monthly business review, Gemba walks, and standardized performance management
• Operations SME for the FY22 and FY23 building launches, including scaling our 3rd party marketplace (WFS) operation
• Actively work on strategy and pilot initiatives with Engineering, Product, 1BW, EHS, Learning, WFS, Procurement, Customer Care, RME, Systems, Finance, Analytics, and Transportation
• Exceeded FY21 KPIs and delivered 12.4M in outbound cost-saving initiatives
• Reduced the cost of variation across sites by 35% for the year, 57% over our lowest month
• YOY improvement, 36.3% Inbound, 9.9% Outbound, and 38.3% in Support

• Successfully led our NV1 High-Velocity Fulfillment Center during a transition supporting the launch of 5 engineer projects and automation enhancements through our 2019 peak season
• Collaborated with cross-functional teams to deliver on reduction in cost in SCPU and vendor contracts
• Reduced variable cost by 32% and set building records for productivity and associate engagement
• Provided support to engineering for the future development of HVFC pilot programs, served as operations SME

• Led the best-in-class network site in cost, quality, and productivity with a 27% improvement YOY
• Implementing process improvements and automation to scale the sortable e-commerce operation at a rapid pace
• Built a talent pipeline for the network and promoted 8 leaders
• ICQA SME for the HVFC buildings.
• Customer quality champion, reduced cost of damages by 2.1M

Company Overview: Acquired by Walmart.

• Led a start-up operation moving at lightning speed to scale and pave the future of e-commerce
• Joined the Jet.com team to build out the processes and foundation for outbound operations and our training academy
• Launched the outbound process and developed the onboarding strategy through scale, network OB SME
• Acquired by Walmart and supported both Jet and WM operational excellence projects through integration

• Director of a top 35 volume store, in my last position leading 16 salaried leaders, 26 department managers, and 450+ associates at a top volume store in the company, made up of a 45% grocery mix
• In each role, I demonstrated the ability to lead the team to exceed company goals, developed a pipeline of talent for the network, and championed network initiatives
• Launched ship-from-store fulfillment across the division and championed local vendor product sourcing for the company
• Established localized market programs and internal procurement ways of working
• Supported 10 stores as the District Training Sponsor with a focus on the onboarding process of new leaders, people placement, mentorship program, and leadership development training
• Selected and active in the Advanced Development Leadership program, received seven awards
• Received the division’s first 98% associate engagement score and received rookie of the year at our Fall National meeting out of 1405 stores in my first 9 months in my role as a director
• Roles included human resources, logistics, operations, online fulfillment, remodel, and site director