How I'd spend the first 90 days — building trust with the people who run this business today,
seeing it from the ground floor, and turning what I learn into a roadmap we shape together.
01
DAYS 1–30
Lay of the Land
Build trust and understand the business before proposing to change it.
- Map the vendor landscape across books, calendars & chargers
- Build relationships with category managers, retail HQ sales & field merchandising
- Pull real planograms & reset processes — validate the manual-Excel picture
- Begin early store visits to build field instinct
Checkpoint
Informal state-of-the-business view — fragmentation by category, what's working, what's not
02
DAYS 31–60
Ground Floor
See the business the way shoppers and store teams experience it.
- Visit stores across footprints — small-format, grocery, mass / club
- Talk with store leads & associates about resets, stockouts & fixture conflicts
- Cross-check field reality against HQ assumptions
- Test planogram tooling against one category's real data
Checkpoint
Point-of-view review with manager — prioritized read on what's working and sequencing
03
DAYS 61–90
The Roadmap
Turn ground-truth into a plan worth resourcing.
- Build short-term (process & tooling), medium-term (first VOR pitch), long-term (category expansion) roadmap
- Set explicit success metrics & resourcing needs at each horizon
- Present findings, priorities & asks to my manager
Checkpoint
Written roadmap and resourcing ask, delivered