Jacquie Beyer

Responsible for 11 stores and $19 million in business annualized.

Adjusted store operations during COVID 19 shut down, reopening, and current state in order to ensure safety for partners and customers, while elevating the business and customer experience.

Implemented measures to elevate customer experience from a 42 to a 48 through connecting with store managers around store purpose, connecting with hourly partners through conducting round tables and attending supervisor meetings, and teaching and executing systems of effective communication and culture through the use of MyDaily system with their teams.

Analyzes reporting including P&L, Decision Center, IMS, MyLearning, Cash Management, Starbucks Partner Hours, and Portfolio Pulse to identify business trends and set direction around opportunity gaps or celebrating success.

Works with store managers utilizing tools including action plans, deep dives, steps to excellence, system checks, station layouts, and coverage graphs to help store managers discover what's possible is respecting our customers' time - lowered district peak OTW by 5 seconds and all day OTW by 3 seconds.

Ensures consistent partner and customer experience by monitoring staffing levels in stores through partner planning, utilizing the availability assessment tool, and engaging store managers in conversations around their personal and partners' development.

Conducts District Development Days to create store manager bench. Promoted 4 shift supervisors to ASM and 2 ASM's to store manager.

Participates in DM partner pillar to elevate success of Area 161 and invest in overall partner experience.

Sits on board as communications lead for the partner network Hora del Cafe.

Participates in DM ADP group (Accelerated Development Program) in order to build relationships with peers, Regional Directors, and cross functional partners in order to increase readiness for Regional Director position.

• Responsible for 13 stores and $23 million in business annualized
• Utilized DM approach to create intentional plans to deliver on key priorities and elevate the partner and customer experience
• Implemented measures to elevate customer experience through connecting with store managers around store purpose, modeling best moments, creating systems of effective communication and culture with their teams, and CSR execution
• Worked shoulder to shoulder with store managers and utilized tools including deep dives, capacity calculator, station layouts, and coverage graphs to help store managers discover what's possible is respecting our customers' time - lowered district OTW by 2 seconds
• Ensured consistent partner and customer experience by monitoring staffing levels in stores and engaging store managers in conversations around their personal and partners' development
• Implemented District Development Days to create store manager bench
• Set direction around labor goals and scheduled regular follow up to ensure understanding and execution
• Increased store managers' awareness of how and when to leverage support partners in Partner Relations, Facilities, and Quality Assurance
• Built relationships with DM peer team and participated in DM business pillar to elevate success of Area 161

Managed Western and Waveland Drive Thru $2.5 million in sales, 27 partners (including 5 shift supervisors and 1 ASM) and over 1400 customers daily.

Developed store team and built bench through regular development conversations. Developed 1 shift supervisor to ASM, 4 baristas to shift supervisor, certified 6 new barista trainers, trained two assistant store managers and one store manager (RMT) in a two year period.

Transformed customer experience by creating an excellent partner experience, consistent friendliness and going above and beyond, consistent store cleanliness, speed of service, accuracy, product availability, and community involvement.

Increased sales YOY.

Ensured and was responsible for maintaining proper staff levels, recruitment, monthly and quarterly reviews, promotions, merit increases, corrective action documentation, and separations.

Responsible for P&L, inventory, loss prevention, payroll, and compliance with company standards. Worked with and developed peer manager team to increase efficiency at peak and lower OTW times. Facilitated drive thru training for store managers opening new or taking over high volume drive thru stores.

Worked with DM mentor to participate in OCV's and lead PPV's.

Facilitated deployment 2.0 training with SM team to identify, examine, and improve peak efficiency, sales, and service.

Role modeled change leadership to help influence and inspire peers in this change.

Influenced district turnover and bench strength through district development sessions aimed at engaging and identifying partners interested and able to move to the next level.

Led SM P&L reviews to track, measure, and grow store performance around revenue, labor, and waste.

Participated in Area 32 Mentee team - joined Regional Director on store tours to better understand how to inspire and influence leaders, identify patterns across multiple stores, and effectively plan and communicate with a larger team.

Led community outreach/team building events with the Youth Job Center of Evanston and Lakeview Pantry.

Managed Sherman Ave. Café, 20 partners (including 5 shift supervisors and 1 ASM).

Leveraged Starbucks Reserve Program to build community coffee education and build average ticket.

Launched Evenings program as a regional pilot to engage the p.m. customer. Launched Nitro Cold Brew with lead results nation wide for promotional launch.

Demonstrated consistent ability to achieve results with regular double digit YOY sales comps.

Functioned as regional training store and training facilitator for ASM through DM role.

Regularly hosted senior leadership and Starbucks board members. Hosted Howard Schultz round table in 2016 and Mary Dillon (Starbucks board member and Ulta CEO) immersion in 2017.