Robin Truitt

High-performing professional with several years of experience delivering successful improvements for business operations, profitability, and team development. Resourceful project manager and compliance specialist to thrive in fast-paced and changing environments. Dedicated to sustaining operational accuracy and delivering results for optimal profitability.

• Purchase Card Outstanding Allocations—Project to support Senior Leadership in FBO and FMD. Researched various systems, e.g., IFMIS, ECAPs, DFSC, etc., to build an analytical story. The data was analyzed to determine knowledge gaps, ULO availability, and procedure inaccuracies, such as incorrect use of FF145. Information was gathered and presented to Senior Leadership, and it was used to help resolve outstanding allocations from purchase cards.
• INF (Comparison report): Project to support FBO Senior Leadership. Various reports were used to build a workbook to assist with funding prediction to Congress during the INF period.
• Travel Authorization (TA) Rejections Project: Project to support Travel Leadership. Researched TA rejects to gather data through applications, i.e., Concur, IFMIS, and SQL, and built an analytical summary over various years. An analytical story was developed to determine trends and variables that contributed to problems, and cost savings recommendations were provided.
• Disaster Relief Funds Management Unit Training Video—Created three (3-minute tutorials) that eliminate training gaps within the field. The topic for training videos was identified through the DRFMU 146 tracker. The analytical summary was taken to identify repeating errors made throughout the Region. Through collaboration with FBO Cadre, the video channel had over 40 viewers who watched 86% of video content. YouTube Channel :https://www.youtube.com/playlist?list=PLhQKgkfFCC4tR4wAI40ncbI9W4zDAPtpK
• Disaster Relief Funds Management Unit Transitional Project- The project's objective was to complete the following goals: 1) Combine two departments into one unit and 2) Create a workload balance within the unit. Contributed to the formation of the Key Performance Indicator dashboard. The reporting system pulled data from ECAPs to an Excel spreadsheet to help the unit manage its workload. Prior to this project, there was no effective way to monitor upcoming workload.
• Area Leader in Extraordinary Customer Care Service- Primary responsibility was to improve service in Walgreens' locations throughout the Mississippi, Alabama, and Florida area through peer-to-peer influence.
• Feedback leader for the Plan of the Week: Primary responsibility was to eliminate the gap between support and field at Walgreens through feedback and strategy planning meetings.
• Cohort Coach- Primary responsibility was to be the leader within a cohort for professional development. The professional development consists of soft skills such as time management, emotion intelligence, negations, etc.