Bronwyn Gorman: Owner/Operator in Laguna Niguel, CA

Independent franchise business owner supporting residential interior design clientele. Implemented efficient business practices and developed marketing campaigns that supported generated sales and income to exceed franchise purchase fee, opening operating costs and cost of goods in first 6 months of business.

Directed business operations for team of 1,400+. Analyzed business requirements and planned daily operations, developing standard operating procedures (SOP), streamlining processes, and promoting safety culture. Coached direct reports on investing in personnel growth and internal promotion through driving results and operational improvements. Modernized operations with customized warehouse solutions, using 5S principles to maximize performance, reduce waste, generate revenue, and decrease costs. ? Fortified operations during Covid-19, overcoming high absenteeism in midst of increased sales, by rebuilding culture of trust with transparent communication, responsive adjustments to policy, and daily coaching of leaders. ? Influenced decisions of Supply Chain Safety Subcommittee and Crisis Management team, helping champion policy changes to minimize spread of virus within network, and expedite responses to positive cases within facilities. ? Introduced business model enabling integration of HauteLook into Nordstrom Rack: HauteLook (NRHL), converting 70% temporary workforce to 85% full-time and growing warehouse staff from 200 to 1,200 in <4 years. ? Achieved over $1 billion in sales in 2018 as fastest growing division with highest revenue success, leading to nomination as one of top 3 candidates for prestigious Nordstrom leadership award. ? Surpassed corporate expectations for expense improvement by improving labor costs 15%, total output by 16%, and cost per piece 23%. ? Improved warehouse facility processes, including purchase and installation of conveyor system and installation of new merchandise handling equipment to modify material flow within building, resulting in improved flow, fewer bottlenecks and a reduced cost in fulfilling customer orders. ? Enabled data-centered decision making by upgrading warehouse management system (WMS), outlining processes and employing modifications, to control inventory levels, provide warehouse metrics, and track order status.

Headed business operations across 2 facilities and 350 team members, mentoring 12 managers and overseeing system and process improvements, customer relations, facility maintenance, and production. Led performance management meetings to review department status reports towards production goals and cost metrics. Gauged warehouse operations to identify waste and cost-effective solutions and implement continuous improvement strategies to improve operational workflow and reduce costs. • Solved limited facility capacity, by directing physical remodeling to inbound/outbound receiving system, adding 2nd level, 1 million square feet of space, and new state-of-the-art conveyor system. • Led team in the preparation for, and successful deployment of updated WMS to help sort and track orders to over 40 retail stores. • Solidified quality culture, implementing control audit review meeting, defined pre-shipment standards, to include trailer audits, spot checks, final packaging checks, and cycle counts. • Spearheaded ergonomic reforms, partnering with health and safety and eliciting employee feedback to redesign workflow/workspace in accordance with safety requirements and to create more comfortable work environment. • Enhanced customer experience, by defining clear customer care quality standards, personally reviewing reports and resolving escalations, tracking complaints, performing root cause analysis, and assessing recurring issues. • Championed succession planning, leading to promotion of five direct reports to general manager level and 10+ to director level within variety of company divisions.

Led team of 250 employees with 11 area managers. Identified process improvements, cost reductions, and better business strategies to implement into daily operations. Evaluated leadership capability within existing structure and provided positive organizational solutions for recognized gaps. • Ignited high-performance culture, developing and executing productivity evaluation program to hold employees accountable for responsibilities with daily audit reports to review performance metrics. • Decreased distribution bottlenecks, reviewing business operations such as recruitment/selection, inventory control, shipping/receiving, quality, and distribution and analyzing root causes to devise long-term solutions. • Exceeded profit margins, by redefining warehouse model, establishing expectations of quality manufacturing and on-time deliveries. Experience Prior to 2000 GENERAL MANAGER, Utah Distribution Center - Nordstrom, Ontario, Canada Led team of 100 with six area managers. Built team of qualified and driven personnel using specific recruitment and selection strategies, training and developing talent, defining expectations, and holding employees accountable to meet assigned deliverables. • Ensured constant presence in warehouse environment by conducting floor walks, developing relationships with personnel, and gaining hands-on knowledge of warehouse procedures. • Designed and implemented leadership development plans for operations managers. Focused on daily coaching, identified top talent, and conducted quarterly performance management meetings.