The Impact Ledger

Problem: Existing distribution footprint was not positioned to serve Latino communities, missing acquisition opportunity in a critical growth segment.

Solution: Designed community-based smaller-footprint stores led by local Hispanic SMB owners with bilingual staffing, MDF buildout support, and CO-OP incentives.

Problem: Atlantic South market was underperforming in postpaid growth due to an under-leveraged prepaid customer base with no scalable migration strategy.

Solution: Designed a repeatable Prepaid-to-Postpaid playbook activating all 37 retail locations with clear migration criteria.

Problem: Visa adoption was inconsistent and dependent on individual rep enthusiasm rather than a structured operating model.

Solution: Repositioned Visa as a strategic growth lever, standardized coaching language, and embedded Visa conversations into daily behaviors across all locations.

Problem: High-credit customers were capped at $7,000 in financed equipment, blocking high-value switchers purchasing multiple premium devices.

Solution: Collaborated with Credit, Finance, and Risk to pilot a targeted limit increase to $10,000 for top-tier credit profiles with full monitoring of new accounts, bad debt, and churn.

Problem: Annual iPhone launches required coordinated demand generation, staffing, inventory, and customer experience across 37 locations with no unified playbook.

Solution: Created VIP Hour framework with standardized pre-launch, launch day, and follow-through playbooks providing consistent national execution.

Problem: High-profile UNC partnership risked remaining a brand-placement exercise rather than a true growth and community-impact engine.

Solution: Anchored partnership to Hurricane Helene $15M debt-relief initiative, aligned Verizon leadership and retail teams, and coordinated sponsorship, retail execution, and community engagement into one unified plan.

Problem: Forecasting was inaccurate, pipeline data was fragmented across six sources, and leadership lacked visibility into revenue-driving activities.

Solution: Consolidated data into one integrated system, partnered with AI and data science teams, and deployed Engagement Edge as a practical coaching platform connecting pipeline activity to revenue at rep, store, and market levels.

Problem: Store managers built schedules manually using fragmented data, leading to inconsistent coverage, missed revenue windows, and compliance risks.

Solution: Deployed SHIFT as a decision-support system that aligned capacity to peak demand data while fully preserving manager autonomy.

Problem: Leaders spent hours manually calculating weighted rankings across multiple metrics, delaying focus on actual performance improvement and coaching.

Solution: Built a tool that translated complex metric weighting into clear, instant competitive positioning, freeing leadership capacity for execution.

Problem: High-performing talent lacked clear visibility into career paths, readiness expectations, and what next-level performance looked like. Development was inconsistent and manager-dependent.

Solution: Introduced Inside Track as a transparent framework for role expectations and readiness signals, embedded into 1:1s and talent calibration across all 37 locations.

Problem: Highest-volume stores were not consistently led by strongest talent. Operational convenience, not strategy, drove assignments, creating a structural performance ceiling.

Solution: Created transparent store tiers (Big 10 / Next 15 / Developmental), aligned compensation to complexity, and made Big 10 assignments both financially rewarding and a formal step in the Director pipeline.