Katherine Flynn

As a (Core) Inbound & Store Area Supervisor I run a team of 25 associates that consist of 12 GWA II, 5 Piece pickers, 3 RDC/VAN, 3 Office GOA and 2 CC GOA.

• Prioritize task and managed my time effectively to create the daily plan and prepare on time for pre-shift meeting.
• Performed new hire interviews and background checks.
• Mentored new hires as they acclimated to company policies and procedures, fostering a supportive work environment.
• Every time I conduct the start of shift meeting I made emphasis in the importance of staying safe by following safety procedures, proper sims techniques, wearing the proper PPE and MHE safety.
• Performed safety observations with a purpose to drive safety standards.
• Performed safety incident investigations as well as drug test if need it.
• Use scheduling to identify staffing needs like vacations and requested time off to planned ahead and create zone assignments base on staffing and work load.
• Implemented an excel tracker to track Inbound productivity such as IB lives, drops, live vans and RDCs as well as productivity from the team.
• Check PlanEx to foreseen and plan ahead for complex loads to removed obstacles as far as put away.
• Monitored communication via email on appointment escalations.
• Maintained open lines of communication between management and peers, through our leader teams chat, facilitating teamwork and collaboration as well as through daily huddles to pulse check productivity levels and move staffing resources to those areas that need it to reach daily labor plan goals and stream line the operation.
• Maintained clean and well-organized production areas, by giving associates clear expectation and areas of responsibility to avoid violations or unnecessary work delays due to hazards or inefficient layouts.
• Managed attendance and accountability.
• Conducted monthly one on one meetings as well as deliver a PACE checking to the associates to provide feedback and identify areas for improvement, enhancing overall team productivity and collect feedback from them on things to improved.
• Was able to instill trust in my associates to cross train in different areas.
• Since our last VOA scores, I have made my goal to be very intentional to listen and acknowledge everything that associates do, to celebrate, recognize and live our values to boost the moral.
• As the captain of the engagement committee I listen to associates feedback to come up with engaging activities as well as doing things to show the associates appreciation and to create an environment where they feel acknowledge and appreciated.
• Take ownership of posting safety walks, recognition walks and other events in viva engage.
• Currently mentoring an associate to become an Area Supervisor.
• Currently I am working on my Blueprint with my mentor AGM to become an OM.

As a customer loading supervisor I ran a team of 18 associates that consist of loaders and stagers.

• Mentored new hires as they acclimated to company policies and procedures, fostering a supportive work environment.
• Leverage the customer loading tracker and Tableu reports to identify top performing loaders to celebrate and recognize top performers as well as having performance conversations with lower performers.
• Leverage OPEX questions to improve processes and performance.
• Customer Loading score 81% by the OPEX engineers during their walk.
• Completed the Lean Six Sigma Course. That allow me to have more knowledge to run the business more efficiently and increase productivity.
• Maintained open lines of communication between management and peers, through our leader teams chat, facilitating teamwork and collaboration as well as through daily huddles to pulse check productivity levels and move staffing resources to those areas that need it to reach daily labor plan goals and stream line the operation.
• Reduced loading errors by providing thorough training to loaders and stagers and performing trailer audits and address any opportunities at the moment.
• Addressed with the maintenance team any equipment malfunctions promptly, minimizing downtime and keeping the loading process on schedule.
• Developed strong relationships with external partners like ESTES carriers and delivery manager, to gather information on available assets, allowing for seamless coordination between all parties involved in the shipping process.
• Partner up with Delivery Manager and customer GOAs about reschedule orders and customer exceptions including clone orders.
• Helped with getting the team train and ready with zone picking, assisting with trouble shooting and working with analyst by providing feedback of things to improve.
• I Follow the play while proactively look for other ways to improve processes and UPH.
• Used HDW and leverage reports like tableu and the DLP to prepare me with the plan the we have and reflected with the forecast of head count to accomplish and exceed our daily plan with success going from 48 to 70 trucks loaded.
• Loading more product while minimizing the moves is key and due to that I partnered with the inbound department in order to pre stage pallets of concrete blocks on the sides of the FB locations to facilitate the product for the loader reducing the travel time.
• Share SLA and metrics to keep the loaders informed and meet our SLA as well as the GOA CC.
• I follow up with CC GOA to analyze the easiest loads and the complex ones to have a solid game plan to assure all first turns to get loaded in timely manner.
• . Had the opportunity to speak about my business with John Ginter, Kyle Dennis and Amit Kalra to speak about directed loading, staging, zone picking and readiness prior and after lane assignments.
• Currently I am working on my Blueprint with my mentor AGM to become an OM.

• As an Area Supervisor of Store Outbound I ensure of the the following.
• Ran a team of 12 associates that consist of 8 GWAII, 3 piece pickers and the GOA at the store command center.
• Performed new hire interviews and background checks.
• Onboarded and trained my team going from loaders, piece pickers as well as the GOA at the command center.
• Every time I conduct the start of shift meeting I made emphasis in the importance of staying safe by following safety procedures, proper sims techniques, wearing the proper PPE and MHE safety.
• Performed safety observations with a purpose to drive safety standards.
• Performed safety incident investigations as well as drug test if need it.
• Use scheduling to identify staffing needs like vacations and requested time off to planned ahead and create zone assignments base on staffing and work load.
• Implemented an excel tracker to keep track workload and performance to have visibility of the opportunities as well as to recognize the top performers.
• Kept constant communication with the store OB load planner Office GOA.
• Maintained open lines of communication between management and peers, through our leader teams chat, facilitating teamwork and collaboration as well as through daily huddles to pulse check productivity levels and move staffing resources to those areas that need it to reach daily labor plan goals and stream line the operation.
• Maintained clean and well-organized production areas, by giving associates clear expectation and areas of responsibility to avoid violations or unnecessary work delays due to hazards or inefficient layouts.
• Made sure loaders as well as piece pickers had a clear understanding of the workload expectations as well as cleanliness.
• Monitored infodock and use it to address opportunities with piece pickers and loaders following with an MSS note.
• We maintained a percentage of 99.6% in our piece pick audits.
• Implemented flip cards to show them what good looks like in regards of piece pick consolidation.
• Crated a power point to show associates how to cull, printed out and gave it to associates as well as explaining them the importance of following the proper cull process.
• Managed attendance and accountability.
• Conducted monthly one on one meetings as well as their PACE checking with the associates to provide feedback and identify areas for improvement, enhancing overall team productivity as well as to collect feedback from them on things to improved.
• As the captain of the engagement committee I listen to associates feedback to come up with engaging activities as well as doing things to show the associates appreciation and to create an environment where they feel acknowledge and appreciated.

• Applied strong leadership talents and problem-solving skills to maintain team efficiency and organize workflows by having weekly team meetings to discuss number, metrics, wins and losses to apply better strategies to keep us ahead of the competition.
• Maximized performance by monitoring daily activities and mentoring team members. Give associates assigned task and follow up and reward them for a job well done to keep them motivated.
• Cross-trained existing employees to maximize team agility and performance. Telling associates why is important for the business and their growth to learn other areas.
• Participate in associate review process and disciplinary measures and new candidate interviews.
• Coaching and training with positive motivation and inspiration.
• Drive execution of operational processes and metrics to make sure they get executed correctly, such as merchandise protection standards, Reduced tags, Clearance, Inventory weekly reports, Monthly operations reviews, Process Hazmat, return to vendor credits and markdowns.
• Fill up incident reports for either associates and customers. Complete manager safety walks
• Audited and documented growth and procedures for pro accounts by tracking their 12M spend and growth in pro xtra and myview and their different classes and services.
• Highlighting key metrics to report information, determine trends and identify methods for improving store results.
• Received RLC trucks and other shipments to my store. Verified deliveries before they get sent to customers.
• Accomplished multiple tasks within established timeframes.

• Managed employees to execute, shelf presentation, merchandise rotation and flow, setting multiple events, vendor credits, organize location of overstock and keeping counts accurate.
• Reward associates for going above and beyond, exceeding expectations and doing the right thing.
• Leading by example, setting high standards by showing associates what great looks like.
• Implemented daily operating procedures to keep store clean, adequately stocked and well-organized.
• As a team we transformed the department from a negative comp to top in sales with a positive comp dollars of $153K within the quarter.
• Volunteered for extra shifts during holidays and other busy periods to alleviate staffing shortages.

• As a team we were able to control the department markdowns, increase vendor credits, overhead organization and drive on hand accuracy. As a result to that we reduced the inventory shrink amount going down from $71K to $26K.
• Setting high standards, giving them clear direction and assigned task regarding customer service, installs, carpet remanent process, reduced tags, clearance, cleanliness, directed bay pack down, smart list and safety.
• Increased customer satisfaction by resolving issues related to special orders and installs. Having great communication with customers and following up with their orders to resolve their issues.
• Treating the associates with respect, supporting them and listening to their concerns, boost the moral within the team for a better work performance.

• Strengthened merchandising and promotional strategies to drive customer engagement and boost sales.
• Showing the associates the importance of on hand accuracy, shelf presentation and overhead organization and how leveraging that can make a better customer experience for the customers.
• Mentored sales team in applying effective sales techniques and delivering top-notch customer service, by completing their training and schedule vendor to come in to give associate product knowledge.
• Built and designed large displays weekly to promote HVAC and other plumbing installs on the weekends.
• Coached employees and trained on methods for handling various aspects of sales, complicated issues and difficult customers.