Donna Baker

The focus of my role is to drive retail operational excellence, improve sales performance, deliver great customer and retail agent experience, reduce cost and ultimately drive overall profitability. I am responsible for developing and delivering the retail network strategy and future network plans.

I set and manage retail policy and process, store standards and retail training strategy. I provide governance and support to the retail operations team to ensure a consistent approach to field operations and execution. I determine resource requirements for store operations, including ways of working, SOP's and tools for front line teams and regional managers.

I own the communication and negotiation with agency partners, setting all fees and charges.

I manage relationships with key strategic suppliers including RFP and quotation processes.

I work closely with brand and marketing teams to ensure the physical environment delivers the appropriate brand & customer experience, and that marketing activity is planned, promoted and activated as desired.

The purpose of this role was to develop fresh food convenience strategy and lead the 4SQ fresh food revolution across the fastest growing banner in the Foodstuffs North Island group

This included operational optimisation, store design, ranging standardisation and product sourcing. Introducing a new kiosk and food to go concept to the banner resulting in double digit YOY growth.

I worked with external partners on preferred supply arrangements for both product and equipment.

I had direct line management of the fresh specialist team for 4SQ supermarkets.

I developed and introduced a fresh specialist call cycle, ensuring the team provided value, coached, and supported the network of stores across the North Island.

I led a diverse and remote team of high-performance fresh food specialist in supporting culture and operations for the Café, Deli and Meal Solutions across 200+ New World, PAK'nSAVE and 4Square supermarkets throughout the North Island.

I developed and delivered operational strategies and initiatives which aligned with the banner specific business plans and to deliver sales growth.

This role had direct oversight for major refurbishments and new store openings relating to deli/kitchen. This encompassed department design, equipment selection, article range review, rostering, and specialist staffing to drive performance and support new store openings.

I worked cross functionally across the business to support fresh teams in managing their multiple projects and opportunities in a planned, structured and sustainable manner.

The framework I implemented ensured projects were delivered within scope and on time. enabling detailed transparency on project pipelines and work status by project managers.

I developed and implemented Retail Process Guide framework. This template ensured that instructions and comms to stores were clear and concise and designed for the end user in mind

I introduced a new store opening countdown program which enabled the business to track visibility on weekly tasks by department and individual and mitigate any issues on or before they arose.

The purpose of this role was to provide cross functional project support and governance for cross functional teams across all 4 banners within the organisation

I was accountable for the KFC globally mandated food safety and compliance program (ROCC). This involved developing key relationships with teams and stakeholders in Australia.

I developed tools and resources for front line teams, delivering training and mentorship for regional managers and their store teams.

I scoped and project managed the introduction of KFC delivery into NZ. This included managing the feasibility study and developing a white paper and business recommendation on supply partner and organisational design.

As part of the senior leadership team, my role was that of retail gatekeeper, having a very strong emphasis on managing projects, initiatives and controlling change in a measured and sustainable way.

I brought to life a culture of operational excellence through the continual improvement of tools, thoughtful, planned communication and rigorous management of standards via an internal audit team and process.

Having strong working relationships with both internal and external stakeholders and partners was key to this role.

Changes in the field were managed through my team and out to the field through coaching and mentoring of store managers and area managers.

My team of 5 were diverse in roles and responsibilities and based remotely throughout NZ

With busy sites and hazardous materials we required a diligent focus on Health & Safety, industry regulations and procedural compliance.

I held responsibility for Wild Bean Cafe operational processes and procedures used in store. I developed and delivered the programme for onboarding of the first Wild Bean Franchisee in NZ.