LP Magazine

MAR-APR 2019

LP magazine publishes articles for loss prevention, asset protection, and retail professionals covering shrinkage, investigations, shoplifting, internal theft, fraud, technology, best practices, and career development.

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continued from page 36 38 MARCH–APRIL 2019 | LOSSPREVENTIONMEDIA.COM some highly functioning team leaders from the operations side. This transition has really been able to give them a platform to be more engaged as a leader in their individual stores. It's been a good transition and journey over the last few years. EDITOR: Are there any special initiatives that you have implemented either from technology or from programs that you want to highlight? JAECKLE: Right now, we're spending a significant amount of time on mobile shopping and mobile payment. It's no surprise that Meijer had a commitment to mobile shopping inside our stores as we announced in 2018. With new shopping patterns comes the opportunity for risk, and so we are spending a significant amount of time working through analytics on how to best offset that. In fact, you can hear more about that at the upcoming RILA conference during my breakout presentation I mentioned earlier. We've also spent a significant amount of time on working our big data to help the organization understand exactly what problems to go after. When you're selling hundreds of thousands of different items in a building, it becomes difficult to figure out, if you're not careful, where to start. You can't boil the ocean, so we've spent a lot of time on letting the data guide our decisions and streamlining it to make useful data points for the teams to act against. That has been a real blessing in disguise to get the teams centered around the things that matter the most. EDITOR: Earlier you mentioned Mike Lamb. Are there other people in your background who have been important in your career? JAECKLE: I had the good fortune to work with Mike for about three-and-a-half years while he and I were both at Walmart. He is probably one of the most influential people for me, especially preparing me for my current role. Mike helped me understand what executive-type leadership really means—being able to manage upstream, the willingness to take a risk when appropriate, and having the confidence to be able to stand behind your decisions. I learned an awful lot of that from Mike, and he and I stay connected today even though we're at different companies. It may be easier to talk through this by thinking about the core competencies that I have learned from my mentors and what it means to me today. While I haven't worked for all these great leaders, they are all people I have admired along the way as I have interacted with them and have tried to glean something from them. For each of them, I am extremely fortunate and grateful to have crossed paths and learned from them. Let me start with dignity and respect. One of the things that makes Meijer great is its commitment to winning with your team. My current supervisor, Todd Weer, has been at Meijer for over thirty years and models every day that how you show up to work—your attitude—and how you treat those around you, will define how successful you and your team will be. Self-discipline and drive. I had probably the toughest supervisor, still to this day, and she was absolutely the best thing for me at that time in my career. Renee Norton was one of my divisional directors, and I had the highest appreciation of her lessons on self-accountability and one's commitment to seeing things through. Attention to detail. Craig Ledbetter was my regional at Walmart when I was first promoted to a manager. The first district that I took over was his former district. If you really want to learn something, follow in the shoes of your predecessor and boss because they already know all the skeletons. You've got to be on your toes in that situation. Persistence and passion. Paul Jones would be one of those individuals that I have a lot of respect for showing me what's out there in the industry, different ways of thinking about how to view the world of asset protection and knowing when to put a foot on the ground on something that you believe in with all your heart. Continuous growth and learning. Gene Smith is someone who embodied the idea to never stop learning and willingness to invest in yourself. Those who know what Gene has done for this industry know the passion he carries. EDITOR: You certainly can hear the enthusiasm as you describe the work you are doing here at Meijer and your connections in the industry. But outside of the workplace, tell us about your family. JAECKLE: I've been married over sixteen years to my college sweetheart. We met at Western Illinois, and she has been gracious enough to move around with me as I've worked up the ranks at Walmart and now to Grand Rapids with Meijer. We're both from Illinois and still have family there, so being back in the Midwest was important to us. She is nearing the end of her doctorate work with the University of Arkansas, and I am so proud of her and our relationship of supporting each other as we pursue our goals in our professional lives. We were also blessed about five-and-a-half years ago to become parents to our son. What a blessing that has been. He is a ball of fire and has the same passion and drive in life as my wife and I have. EDITOR: Thank you, Paul. We look forward to seeing you at RILA in May . INTERVIEW

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