From September 2021 to May 2022, I led the removal and paint restoration efforts for 363 retail branch locations across the east coast: 195 in Florida, 102 in TX, 26 in PA, 23 in NJ, and 17 in NC. While the full-scope of this project spanned far beyond the company, my team led the project in identifying the process for all other national partners to follow. We chased a grueling timeline with a challenging overnight schedule defined by meticulous security alarm protocols, phone-tree security authorizations and strict clean-up requirements for full operation just hours after execution.
And prior to the rebrand, I traveled for 3 months to onboard and train 15+ people between Florida and Texas in Field Verification Surveys to capture architectural details for the future renovation planning and procurement of project estimates.
This project was notably intense and I learned a great deal, but here are few key takeaways:
• I gained extensive experience in Excel leveraging "vertical lookups" and managing enormous amounts of consistently changing data
• There are some seriously critical nuances in communication when working with diverse teams. I developed an app-based check-in process (in both english and spanish) for formal documentation of time of entry, exit and the scope completed. It included critical site details, photo submissions and nightly checklists that helped ensure the bank's functionality the following day.
• I proved for myself how much more effective visual instructions are than verbal. I created a custom illustrated guidebook on how to remove a unique feature from the previous branded environment. This document was distributed to all national partners for seamless implementation.
• Most importantly though, my big-picture lesson is that millions of dollars and resources can be saved by championing the overall goal instead of a dlivering information in a "silo." (*The power of the "squint" test.) I witnessed thousands of detailed questions and new, unnecessary problems arise that could have been answered by one simple question: what's the goal of this project? I believe this entire phase of the rebrand could have been much more efficient if wholistic resources were communicated rather than a step-by-step instruction manual. Recognizing that the process was flawed from creation, the informational, distributed documents set the tone for unnecessary questions which I believe lost the organization both time and money at a grand scale.
