Danny J Plourde

Strategically led team through staffing crisis during late stages of the pandemic. Established network goals and reformed expectation, including FSR compliance, DT SOS goal setting people development including teaching RM level COGS management. Built Multi-Unit leader accountability into the system to properly manage and develop RM level talent. Dropped area DT SOS from 236 to 174, Network Labor from 24.2% to 19.60% while raising the pay scale for all positions with proper scheduling/deployment and cross training. Established proper understanding of cost & waste. Converted remaining stores to new POS system. Reshaped the culture by adding both accountability and performance recognition.