Elke Wallace

• Manage the overall day-to-day operations of the store, including continuous development of effective store associates to achieve desired sales and EBITDA results.
• Assess daily the stores' ability to meet or exceed customer expectations for ease of shopping, variety, freshness, cleanliness, food safety, and regulatory compliance.
• Assist with the coaching and development of store associates through both formal and informal interactions.
• Role model and demonstrate the company's core values of respect, honesty, integrity, diversity, inclusion, and safety of others.

Roles and Key Achievements:

• In 2017-2019, as the in-store HR Manager and working with our LHRs, we improved staffing, training, and morale at locations 463, 649, and 637.
• In 2020, during the pandemic, I transitioned to the merchandising role at 637, consistently hitting 95% on compliance for sales plans. Trained Mike, the Grocery Manager, and also a new ASL, Kelly, on HR and merchandising.
• In the last quarter of 2020, I was assigned to 709, a bottom-three store. I implemented best practices with backstock, and getting trucks worked. We struggled with staffing, with 18 LOAs and over 20 hiring needs, an absent store leader, and still achieved many of the operational goals, and received a green/green Eco lab audit after 2 months. Through 2021-22, we continued to focus on improved store conditions, reducing shrink, and the training of all but one new fresh department leader. In stock and sales improved by 3%, operating profit improved by 2% versus last year, EBITDA is at 7.37 or $2,621,301 year-to-date, total shrink is 1.8% year-to-date, and variable expenses are at 2.82% year-to-date.
• 2023 assigned to 492, we made huge strides in staffing and retention by working with the hiring specialist, communicating the best fit for our teams, and coaching our department managers on their leadership while building a high-functioning team, embracing diversity, effective training, and inclusion. This enabled us to drive sales, reduce shrink, and consistently hit our FFF goals. Blended Composite Score Goal P5-P12: 63.8 / Actual: 66.4. Interim SL for the month of November: 3/5 FFF. I also joined the Safety Council for our Division and played a crucial role in developing our assistant store leaders as it pertained to our Safety Programs and OSHA responsibilities in D5.
• 2024 started at 754; we were overstaffed as a store, and Starbucks was in default. This was challenging: to learn a whole new department, staff, and train them, while still completing my other duties as the fresh ASL/Operations. I worked with all department leaders to achieve prime-time scheduling and to balance the hours. By partnering with the Hiring Specialist, 650's lead, and the Starbucks DM, we were able to get this area staffed, trained, and create a daily workflow to help the team achieve consistency. 754 was then hitting the #1 sales in the division by the end of March.
• 649 Interim SL from June 4 to September 23, 2024; improved moral and increased 75% of the Associate Insights Metrics. In Q2, we hit all areas of service, with a 98.11% pick-up in stock; however, we missed the sales goal by 7.02% due to road construction and received a bonus base adjustment of $628,854.
• 2024 Q4: 651 assigned goals to improve pick-up and front-end metrics. After working with the store teams and addressing scheduling and staffing concerns, we hit FEF in P11 and 13. By P13, I moved to the center store, and we moved in stock from 96.87% in P10 to 98.2% in P13. Common Measure Scores went from 62 to 78.5.

• Company Overview: Greater Detroit Area.
• Responsible for the total leadership and strategic operation of a CVS/pharmacy store with volumes of $20,000 to $34,000 in sales.
• In multiple locations, increased customer service ratings, in-stock, and gross margin by focusing on colleague engagement.
• Elevated customer service ratings by surpassing targets by 6 bps, achieving #1 out of 18 in the district.
• The in-stock position increased from 96.2% to 97.93%, with the ranking moving from 17 out of 17 to 2 out of 17 in the district and 14 out of 124 in the region.
• Increased customer experience scores by 12 basis points, which is 3 basis points above the target, 3/18. Offered help increased by 11 bps, 2 above target, 2/18.

• Executed bi-weekly reorganization of store layouts across the region.
• Led Store Operations Team to orchestrate daily activities with Set-Up Crew.
• Mentored a new Store Manager in Training, and assist other stores in the district during this time as well.

• Company Overview: Sterling Heights, Michigan – 126,000 square feet – $26M to $30M in sales.
• Led a team of 3 assistant store managers, 17 department managers, and up to 160 associates, successfully raising morale, merchandising, and operational standards, and performance across the board.
• Sterling Heights, Michigan – 126,000 square feet – $26M to $30M in sales.
• Ranked 1st in the district (9 stores) for sales-to-plan in 2012 – achieved 108% of the budget.
• Ranked in the district’s top three for sales growth over last year in 2012, increased sales by 8.6%.
• Ranked in the district’s top three for profit-to-plan in 2012, achieving 110% of the budget.
• Ranked 2nd in the country (2,250 stores) for new credit accounts in 2012 – achieved 154% of the goal.
• Increased average dollars per transaction every year – averaged +3.5% per year.
• Surpassed the HomeDepot.com sales plan every year, averaging 123% of the goal.
• Ranked 1st in the district every year for 'likelihood to recommend' customer satisfaction scores.
• Ranked in the top three in the district every year for “cashier friendliness” and “wait to check out” scores.
• Ranked in the top 10 in the region (100 stores) in Q4 2012 for 'voice of the customer' scores.
• Ranked 2nd in the district for the “Overall Operations Gold Cup” in 2012.
• Won the district and regional 'Common Area Gold Cup' in 2011 and 2012 for internal audit processes.
• Increased operational audit scores from 82% to 96%.
• Reduced inventory shrink by 10% – 1 of only 20 stores in the region to keep shrink under budget.
• Served as district paint captain, drove paint sales to 1st in the region.
• Served as district employee fund captain, driving district participation from 67% to 75% (store: 70% to 90%).
• Served as the district diversity captain, partnering with all stores to meet diversity goals.
• Served as a “Women in Leadership” mentor to future female leaders within the company
• Received the 'Good Neighbor Award' from the city of Sterling Heights.