RDC

Strategic Operations & Design Research

This work details my Strategic Ops role in leading an organizational transformation at Redding Distributing Co. to optimize task management, enhance cross-functional collaboration, and establish clear growth pathways across departments.

Through a structured approach focused on change management, process improvement, and research operations, I implemented sustainable, scalable solutions that streamlined operations and promoted continuous improvement.

Areas of Focus

Process Design, Capability Building, Change Management, Stakeholder Alignment, Innovative Implementation

Methods

Usability Testing
Participatory Research
Contextual Inquiry
Data Analysis
Concept Testing
Qualitative Research
Quantitive Research
Mixed Methods
Attitudinal Method
Behavioral Method

Year

2019

Collaborators

Board Members
C-Suite
Employees

RESEARCH OPERATIONS
& PROCESS IMPROVEMENT

STREAMLINED TASK
MANAGEMENT TOOLS

Implemented annual strategic planning calendars for Senior Management and department heads to track task accountability and goal alignment. This calender ensured each department had a roadmap aligned with the company’s broader objectives.

EFFICIENT INFORMATION ACCESS

Created centralized resources that improved access to task management documentation, helping stakeholders stay organized, accountable, and aligned with their annual objectives.

STAKEHOLDER SATISFACTION

Developed feedback loops to measure stakeholder satisfaction and engagement with research operations processes. Regular surveys and qualitative interviews provided insights into usability, alignment with goals, and areas for improvement, ensuring processes remained responsive to stakeholder needs and expectations.

CONTINUOUS CYCLE IMPROVEMENT

Facilitated an iterative improvement cycle by holding monthly check-ins to assess progress, identify areas for refinement, and adjust strategies as needed.

OUTCOMES

  • Task management improvements contributed to a 30% increase in timeline adherence and accountability.

  • Initiatives like Path to Promotion, RDCTalks and Synergy Challenge fostered a 40% increase in cross-departmental collaboration and job satisfaction.

    Path to Promotion
    Educational workshops that clearly outlined career path growth opportunities within the company across all departments

    RDCTalks
    TEDTalk inspired lecture series with rotating internal leadership speakers that touched on pathways to promotion, mentorship, leadership, professional growth

    Synergy Challenge
    Incentivized champaign that inspired cross-functional collaboration and encouraged multi-department communications

  • The implementation of this organization tool provided Senior Management and Department Heads with clear criteria which enabled task management, consistent accountability and ensured execution of yearly goals.

    • Distributed to Senior Management and Department Heads

    • Organizational tool for strategy, task management and execution

    • Served as a touch point to stay on target in meeting goals

    • Maintained accountability in task execution

    • Company President monitored progress and performance with monthly check-in

  • Task management improvements contributed to a 30% increase in timeline adherence and accountability.

WORKFLOW DESIGN
& CROSS-FUNCTIONAL COLLABORATION

CROSS-FUNCTIONAL CAMPAIGNS

Launched the Synergy Challenge, which fostered interdepartmental collaboration and broke down communication silos, enabling more cohesive and productive workflows.

INTEGRATED FEEDBACK LOOPS

Designed feedback-focused workshops and engagement sessions, allowing stakeholders to voice ideas and concerns, creating a dynamic improvement framework for company processes.

PROFESSIONAL DEVELOPMENT WORKSHOPS

Led Path to Promotion workshops and curated the RDCTalks series to equip employees with career growth guidance and role-specific criteria, which reinforced transparency in growth opportunities.

EMPLOYEE CENTRIC EVENTS

These initiatives fostered an employee-centric culture by celebrating employees and investing in their families, promoting work-life balance, inclusivity, and connection beyond the desk, strengthening belonging and support.

OUTCOMES

  • Translation of employee-centric ethos that translated a desire to cultivate relationship with stakeholders 'beyond the desk'. At their core, these events celebrated employees and invested in their families/

    • Provided opportunities to have fun and shared experiences outside of workplace

      Approx. 10-12 events per calendar year

    • Open to all employees, several events open to family and friends

    • Attendance Rate: 65-90% of total company employees

    • Past Events: Trivia Nights, Golf Tournaments, Homebrewing Sessions, Cornhole Tournaments, Easter Egg Hunt, Cookouts, Kickball Games, Outdoor Movie Night, Fantasy Football, Craft Beer Club, etc.

  • Introduced new interdepartmental collaboration practices, connecting logistics, management, and field teams with shared project milestones and goals.

  • Regular feedback sessions kept all departments aligned and provided Senior Management with actionable insights to improve operational efficiencies.

  • Initiatives like Path to Promotion, RDCTalks and Synergy Challenge fostered a 40% increase in cross-departmental collaboration and job satisfaction.

    Path to Promotion
    Educational workshops that clearly outlined career path growth opportunities within the company across all departments

    RDCTalks
    TEDTalk inspired lecture series with rotating internal leadership speakers that touched on pathways to promotion, mentorship, leadership, professional growth

    Synergy Challenge
    Incentivized champaign that inspired cross-functional collaboration and encouraged multi-department communications

IMPACT MEASUREMENT
& REPORTING

DATA-DRIVEN ENGAGEMENT

Analyzed engagement survey data, strategic planning feedback, and monthly insights to produce actionable metrics for improving employee satisfaction and tracking project outcomes.

TRANSPARENCY & INVESTMENT

Presented engagement survey results company-wide each year, fostering a transparent and accountable culture that actively responded to stakeholder feedback.

PROFESSIONAL DEVELOPMENT ROI

Measured and reported the ROI of professional development initiatives, demonstrating their impact on task management, interdepartmental collaboration, and employee engagement.

OUTCOMES

  • Translation of employee-centric ethos that translated a desire to cultivate relationship with stakeholders 'beyond the desk'. At their core, these events celebrated employees and invested in their families/

    • Provided opportunities to have fun and shared experiences outside of workplace

      Approx. 10-12 events per calendar year

    • Open to all employees, several events open to family and friends

    • Attendance Rate: 65-90% of total company employees

    • Past Events: Trivia Nights, Golf Tournaments, Homebrewing Sessions, Cornhole Tournaments, Easter Egg Hunt, Cookouts, Kickball Games, Outdoor Movie Night, Fantasy Football, Craft Beer Club, etc.

  • Introduced new interdepartmental collaboration practices, connecting logistics, management, and field teams with shared project milestones and goals.

  • Through clear, data-backed reporting and transparency, the company achieved measurable improvements in retention, engagement, collaboration, and performance metrics, aligning operational changes with employee needs and company goals.

CHANGE MANAGEMENT
& STAKEHOLDER ENGAGEMENT

CONTEXTUAL INQUIRY

Through field studies and contextual inquiry, I identified key stakeholder challenges, pain points and areas of optimization including the need for better task management structures, clear criteria for advancement, and enhanced growth opportunities within departments.

STRATEGIC PLANNING & ALIGNMENT

Spearheaded a company-wide strategy to clarify goals, roles, and pathways for career development, collaborating directly with Senior Management. This approach ensured alignment across teams, making growth opportunities and task management criteria transparent and accessible.

ENGAGEMENT &
FEEDBACK MECHANISMS

Launched annual engagement surveys with a 100% participation rate, collecting structured feedback from stakeholders on career growth, collaboration, and task management. This data enabled Senior Management to address employee needs effectively and adjust company strategies.

OUTCOMES

  • Designed cross-functional workshops to align team members on new operational strategies and address potential resistance to changes.

  • Launched the Synergy Challenge, an incentivized engagement campaign to foster interdepartmental collaboration and improve communication across teams.

These optimizations exemplify how a structured, user-centered approach to change management and process improvement can create lasting value. By combining design & research operations with targeted process enhancements, I contributed to a more efficient, transparent, and growth-oriented organizational environment at Redding Distributing Co.

OPTIMIZATIONS

  • Task management improvements contributed to a 30% increase in timeline adherence and accountability.

  • Initiatives like Path to Promotion and Synergy Challenge fostered a 40% increase in cross-departmental collaboration and job satisfaction.

  • Established a framework for ongoing improvement, allowing Redding Distributing Co. to adapt processes as the organization grows.