Progressive Grocer

JUN 2016

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96 | Progressive Grocer | Ahead of What's Next | June 2016 Rising staRs ERin OstERfEld Manager, e-Commerce, the Kroger Co./ technology Osterfeld led the pilot store implementation of the ClickList application (one of Kroger's top five initiatives) in six months instead of the usual 18 months. Her team also cut rollout lead time from six weeks to 48 hours. She oversaw the team that developed an alternative picking solution, which could potentially save the company more than $10 million. Osterfeld is a mentor through INTERalliance, a pro- gram that helps high school students develop IT skills, and she also chairs the UC Kroger Intern Program. Cindy PatER Process Change Manager, the Kroger Co. Pater and her team achieved their front end Cus- tomer 1 st savings plan budget of $21 million in 2015. She led a coupon committee comprising Kroger associates and representatives from a large CPG vendor to develop automated solutions that will help stores better manage paper coupons. Pater managed the Self- checkout Behavior project, which emphasizes the key store associate behaviors that drive self-checkout use; as a result of this project, Kroger's self-checkout usage increased by 1.5 percent in 2015, and is expected to improve an ad- ditional 1 percent this year. saRah PERKins Produce Promotional Planner, the Kroger Co. Perkins, who recently moved from operations to merchandising, led two division produce teams to financial success; in her latest assignment, with the Fry's and Smith's teams, she's responsible for managing 10.5 percent of total produce sales. She led a strategic com- pany initiative called Fresh Deals that invests heavily in produce retails. In spite of her short time with the department, Perkins was chosen to train a new promotional planner, as well as more seasoned planners, while generating positive customer feedback, sales and profit growth. shERRy POstEl Manager, Regional data integrity Center, the Kroger Co. Postel was responsible for smoothly and successfully transitioning the Ralphs and both Food 4 Less divisions to the Salt Lake City regional data integrity center without any interruption to services at the stores. She consistently received praise from the leadership of the divisions she services for her professionalism, level of service, and sense of urgency. Highly motivated, she advo- cated strongly for stores and their customers. Part of the Kroger resource group Women's EDGE, Postel worked to grow the organiza- tion and provide an environ- ment of personal and profes- sional development. CasEy KillOugh Pharmacy Operations Manager, the Kroger Co./ harris teeter The 26 pharmacies overseen by Killough had a 9.2 percent increase in perscription growth, a 10 percent jump in flu shots, a 38 percent increase in non-flu immuniza- tions, and a 15.38 percent rise in sales versus the prior year. Operating profit improved 5.74 percent She increased the comple- tion and revenue of MTM (medication therapy manage- ment) cases by implementing a special program. Killough was selected to attend a leadership course designed for executives, pro- fessionals and entrepreneurs. KElli McgannOn division Community affairs Manager, the Kroger Co./ King soopers City Market McGannon led efforts to block a bill that would have allowed locked-out work- ers to obtain unemployment benefits. She introduced a vir- tual food-box program, which raised more than $500,000 in a single year, providing much needed dollars to area food banks, while saving them money on warehouse space because the program allows them to access food as they need it. McGannon secured five statewide sponsorships that aligned the King Soopers City Market brand as "the home- town grocer." KatE MEyER Main & Vine Merchandiser, the Kroger Co. Meyer had a primary influ- ence on the launch of the first-ever Main & Vine store, in Gig Harbor, Wash., deter- mining the item selection and promotional plans in numer- ous departments, including executing and building an assortment of 10,000 items brand new to this concept. She used her leadership skills in working with local suppliers in Gig Harbor, as well as on the ground floor to coach and direct the store team in merchandising efforts. Meyer continued to focus on areas of improvement in the business model to take Main & Vine to the next level. sEnCha'l MuRPhy talent Manager, the Kroger Co./ Columbus division Murphy developed and managed a $7 million training budget, providing leadership to five district reports and mentoring six district human resources coordinators. She successfully launched a new-hire training curriculum designed to develop, motivate and retain associates. She established the first Great People Review for the Columbus division; the three-day event focused on highlighting future leaders and provided an outlet for top leadership to network with high-potential associates.

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