Kyle Johnson

As a Branch Operations Supervisor my primarily responsibilities are to supervise a high performing team, responsible for handling product safely, efficiently, and effectively as it moves through our facility. I play a key role in the leadership team in coaching and training associates, delegating, following-up on daily tasks, managing performance, and ensuring adequate department coverage while managing associate payroll hours, manage a safe working environment while maintaining Lowe's culture of safety among associates. My role monitors production volume and assigns or reassigns operations associates to tasks involving receiving, picking (order fulfillment), shipping products. I pride myself in responding quickly to changing workflow conditions and contribute positive net gains to our locational key performance indicators.

Additional responsibilities include:
- resolving issues (customers/Operational support/Employees), addresses safety concerns/resolve issues, communicate business objectives and daily workload plans to the team. My role also engages with associates to assist them with associate relations related issues and/or with other associates.
Areas I am currently responsible for:

• Oversee our location's Shipping and Paint departments.
• Direct manage 7 associates:
  (positions include: Shipping lead, Warehouse specialist-Paint, 4 Drivers, Warehouse II)
• Manage DOT for all drivers
• Work with Ryder in fleet operations/repairs of our leased vehicles
• Location Hazmat program / Weekly BOS walks completed
• Point person at our location for OSR questions/Concerns regarding orders to be delivered/delivered
• Monitor our location payroll via Koronos
• Interview potential new hires - assisted GM in many of the hiring decisions since starting in 2022. ( 0 employee turnover in 2023)
• Maintain CPR/First Aid certifications
• Travel to assist other branches for inventories
• Call/coordinate customers for deliveries
• Route drivers for most effective sequence of deliveries
• Facilitated change management initiatives within the branch, helping team members adapt quickly to new processes or technology implementations for seamless transition periods
• Oversaw employee training programs, ensuring staff were well-equipped with necessary skills to perform their job duties effectively.
  

Operational successes:

• 0 Recordable incidents in 2023 (Safety culture is in place and #1 priority)
• Assisted BGM in hiring decisions interviewing candidates for open positions in 2022 - 0 employee turnover in 2023.
• Increased metrics of manager effectiveness from 2022-2023.
• Led all other LPS locations in on time deliveries in 2023.
• Since starting in 2022, our location has had comp. gains the last two years (+28% in 2023 over 2022). We were projected to have net losses in 2022 & 2023 and have gained to be profitable year over year.
• 26/52 weeks in 2023, I was running day to day/operations as our location while BGM was traveling/assisting other branches.

Responsible for working with Service Manager overseeing 15 Facility services routes. I started Cintas as an SSR (Service Sales Representative). I quickly completed the certification process for the SSR role and was promoted to a Service Supervisor position. This position had me leading and co-managing 15 routes, I was a point person with communication to contract pricing, contract renewals, managing SSRs to their key performance indicators, customer relations, leading new company initiatives. In the absences of team members, I would often fill in and cover their route deliveries. In my time with Cintas, I quickly learned all 15 routes and customers and was a valued piece in developing route efficiency and rerouting planning.
In my 5 years with Cintas:

• I was a part of 2 OAA (Outstanding Achievement Award - location award for overall outstanding achievements (Sales, growth, profitability).
• Annually my personal reviews with met with exceeds expectations and was looked upon as go to person/ leader in the Service department operations.
• Handled customer complaints and inquiries.
• Assisted with training and development of team members.
• Successfully managed high-pressure situations, maintaining composure while finding solutions to complex problems quickly.
• Managed daily operations of the service department, maintaining a high level of organization and productivity.
• Improved customer satisfaction by efficiently addressing service issues and providing timely resolutions.
• Fostered a culture of continuous improvement within the service team, encouraging open communication and collaborative problem-solving to overcome challenges.

Managed a $600,000 test market location, overseeing 8 staff members. During my time with Lindt, my primary responsibilities included:

• Training and development of staff to run day to day operations.
• Ordering of all materials/products for three locations: Albertville, Mall of America and Eagan Outlets.
• Utilize FIFO inventory management to ensure minimal product turn to spoilage/damages and making sure to adequately supply/support three MN locations.
• Focused primarily with on Business to Business sales while networking with corporate marketing to develop new campaigns and opportunities.
• Developed networking strategies with local Chamber of Commerce, wedding expos and other local outreach programs to gain visibility.
• Traveled extensively in my short time with the company, meeting with corporate marketing and B2B sales with the successes we were having in our market as a "test store."
  Traveled to multiple locations across the company to recruit/staff and train new staff members in struggling locations.
• Assisted in opening new locations.

I began as an Assistant Manager (St. Cloud, MN) and was quickly promoted to a Manager (Blaine, MN) after six months of training and interim managing the St. Cloud location. We not only met sales goals (weekly/monthly), we exceeded them by wide comp increases. This gained the attention from: Regional Manager, Corporate Leadership which let to my promotion. I managed over a location dealing with a lot of turnover which had annual sales goal of 1.6 million. With constant focus on team building, new processes, training and development, new hires, etc. The staff bought into my long range goals and we executed 2.1 million in our first year. This led me to managing and assisting other struggling locations ranging in size of revenue and staff (See below the locations and staff of each location I managed).
Blaine, MN - 1.6 million store volume, 12 employees
St. Cloud, MN - 1.4 million store value, 10 employees
Minnetonka, MN - 2.6 million store volume, 15 employees
Focuses remained consistent in training, developing personnel, recruiting and hiring talented people while executing sales gains.