Helen Boyne

Recruited into position to lead operations of nine U.S. Distribution Centers, delivering outstanding service to 850 retail locations, supporting $8.5 billion in domestic sales, with P&L responsibility of $190 million. Direct reports were nine Distribution Center General Managers, a Regional General Manager and Director of Loss Prevention. • Developed/implemented multiple and complex changes in flow of goods through DC’s, as a part of a company wide supply chain transformation initiative, guiding the project from development through pilot to network installation, delivering a 50% reduction in cycle time, $100 million annual inventory reduction, without impact to productivity.• Orchestrated and closely led “back to the basics” improvement effort in largest facility of the network, taking the team from worst performer to most improved in less than a year exceeding expectations in key categories including productivity, quality, inventory accuracy, safety and team member surveys.• Delivered year over year productivity improvement of 7% on annual volume of over 195K cartons by increasing expectation of team’s agility and responsiveness to volume fluctuations.• Improved distribution center network talent assessment process, leading to a specific understanding of opportunity and action plans. • Responding to market conditions, requested design and led execution of new delivery modes, improving speed and frequency, leading Store SVP to formally recognized 2009 as the Best Year Ever for Distribution.

Quickly promoted to a network leadership position, responsible for development and execution of all major initiatives to drive and support sales of rapidly growing division of Macy’s Inc. Collaborated extensively across the organization with Merchandising, Marketing, Finance and Technology. Core team member of Macys.com Senior Leadership and Strategy Committee.• Led team in successful design, construction, system implementation and staffing of two 700,000 SF highly-automated fulfillment centers within two years, on time and under budget. • Working with merchant team, created complex fulfillment logic to balance inventory and order volume across a dynamic network, leading to an overall reduction in inventory. • Participated in selection and top grading of talent for all executive hires in new openings along with legacy buildings. • Drove operational/inventory best practices resulting in a 50% improvement in fill rate in legacy buildings.

Group of 62 department stores supported by Distribution Centers in Minneapolis, Chicago and Detroit

Full financial and operating responsibility for fulfillment operation, leading a team of 18 executives and 350 hourly team members, union and non-union.  Reporting to the Vice President of Distribution participated in strategic business planning and budgeting; working closely with store leadership and merchants to ensure a seamless operation.

• Following acquisition, selected to serve on corporate executive team, responsible for developing and ensuring success of transition activities, including development of transportation strategy and team structure.
• Recruited and developed company's top rated distribution leadership team.
• Led employee relations turnaround at Minneapolis site as measured by annual team member survey results by creating clear expectations and encouraging on-going, open dialogue.
• Produced consecutive level of service improvements in mature business while improving cost per order by 5-6% each year.

Established as e-commerce and guest relationship management division of Target Corporation through acquisition of Rivertown Trading Company. Fulfillment during peak season exceeded 70,000 packages/day.

Reporting to the President, responsible for all aspects of distribution for e-commerce/catalog direct-to-the-guest division of Target Corporation. Defined strategy, managed operating budget of over $40 million, championed cross-functional collaboration to ensure successful transition of brick and mortar team to multi-channel experts. Led multiple sites with executive team of 30 and year-round hourly staff of 250 team members. Seasonally, number of team members increased to more than 1200. Planned and executed distribution strategy for launch and growth of target.com. Participated in evaluation of strategic fulfillment alternatives and acquisitions, leading to agreement with Amazon.Com.

• Planned and executed distribution strategy for launch and growth of target.com.
• Participated in evaluation of strategic fulfillment alternatives and acquisitions, leading to agreement with Amazon.Com.
• Increased and exceeded level of service and shipment quality goals.
• Increased productivity each year through improved forecasting and operational focus, while adapting the organization to a changing core business.
• Designed, staffed and opened second distribution center in less than 100 days from conception to arrival of first receipts.
• Received highest team member and executive satisfaction ratings of all Target distribution centers in the 2001 annual team member survey.

Third largest gift cataloger in the United States with annual sales approaching $300 million. Small company environment with world class direct to consumer though leadership and execution.

Leadership skills facilitated fast track promotion during time of significant change. Responsible for creating annual budgets, day to day operating results, development of team and associate relations.Facilitated functional integration of Rivertown Trading Company to Target Corporation.Key executive in design of and move to state of the art distribution center including implementation of new warehouse management and material handling systems.

• Facilitated functional integration of Rivertown Trading Company to Target Corporation.
• Key executive in design of and move to state of the art distribution center including implementation of new warehouse management and material handling systems.   
• Led development and implementation of statistically based cycle counting resulting in an inventory accuracy that exceeded 99.8%, benchmarked standard of world class accuracy.
• Selected for special task force to improve end to end product acquisition cycle.