Store Manager at The Home Depot
Coast Guard Academy grad turns in her orange life preserver for the orange apron of The Home Depot, a G.I. Jobs Top 50 Military-Friendly EmployerSM.
by Warren Duffie
Is it possible for an ocean-goer who loved being underway to find satisfaction working on land? Consider the experience of Lori Archer, who gave up the sea’s siren song for the powerful din of table saws, jackhammers, and forklifts.
Archer, 29, manages a Home Depot store in Weston, Fla., and says her current job is very similar to her duties as an executive officer on a Coast Guard cutter — minus the water, of course.
“Just like on a ship, as a store manager you’re responsible for everything and everyone,” says the former lieutenant. “You have to keep people happy and deal with a variety of personnel issues. If something goes wrong or breaks down, it’s your responsibility — regardless if you’re on-site or not. You have to be good at putting out fires.”
And what are the most common fires she extinguishes nowadays? Customer satisfaction issues, particularly the installation of products like windows and doors. After all, several parties — The Home Depot, an outside vendor, and the customer — are involved in each transaction. And with her store performing 10 to 12 installations per day, the opportunities for miscommunication or mistakes looms large.
“Good communication can make or break a customer experience,” Archer says. “So if something does go wrong, I immediately try to address everyone’s needs and come up with a satisfying, effective solution.”
On the Job
As store manager, Archer oversees everything from profits and inventory to employee safety and administrative/human resources issues. She works with a team of seven assistant managers, and her store boasts 209 employees and more than $50 million in annual sales.
Archer begins her shift (day or night) by checking e-mails and voicemails. She then convenes with her on-duty assistant managers and department supervisors. Afterwards, she might meet with her district before hitting the sales floor to interact with her employees and customers.
“The Coast Guard taught me very well how to manage my time and prioritize my tasks,” Archer says. “I try to do as much work as possible on the sales floor — that way I can give ‘face time’ to my team and customers. Plus, I hate being stuck behind a desk. That’s the great thing about retail; you’re always on the go.”
The Transition
A native of New London, Conn. — home of the Coast Guard Academy — Archer was exposed daily to that storied maritime service. So it’s no surprise that after high school, when researching college options, she considered the academy.
After graduating in 1999 with a degree in government, Archer was assigned as an assistant navigator on the Sherman, a 370-foot cutter docked in Alameda, Calif. After two years, she was promoted to executive officer of the 110-foot Block Island in Atlantic Beach, N.C.
Archer’s final duty station was at the Coast Guard Recruiting Command in Washington, D.C. It was there where she began considering a civilian career.
“I was working on my master’s degree and just had a baby girl,” she says. “I loved being underway on a ship, but that wouldn’t work with a small child. So I began exploring other options.”
Archer quickly reached out to former shipmates and attended transition classes at the recruiting command on Fort Belvoir in Virginia. One day, she received an e-mail about The Home Depot’s SLP initiative. Interested, she spoke to a company recruiter and applied for the program. After separating from the Coast Guard in May 2004, Archer worked for a staffing placement company until March 2005, when she entered SLP. She completed it in July 2006.
“One thing I’ve learned as a civilian is you have to be very money-savvy,” Archer says. “You receive a lot of benefits in the military — medical care, housing, cost of living allowances — that you don’t think about. As a civilian, you have to pay for all of these.”
“The upside is the advancement opportunity,” she continues. “You can get ahead by your own merit. One frustrating thing about the military is that while I was doing good work, there were people doing less who got the promotions I did. If you like a fast-paced career with a lot of room for growth, I recommend The Home Depot .”
Archer’s Advice
Think carefully before you leave the military. “Don’t move to quickly. Do your research. A lot of veterans don’t realize the culture shock that comes with getting out. The civilian world is a very different world.Be prepared, and take advantage of all the resources available to you.”
Get HiredTM
Founded in 1978, The Home Depot is the world’s largest home improvement specialty retailer and the second-largest retailer in the United States — with annual sales of $73.1 billion. A cornerstone of The Home Depot’s success has been its commitment to hiring military veterans.
In September 2004, the company launched “Operation Career Front,” an initiative with the U.S. Departments of Defense, Labor and Veterans Affairs to actively recruit U.S. military jobseekers. These include military spouses, veterans, separating active duty service members, National Guardsmen and reservists.
Another recruiting tool is The Home Depot’s Store Leadership Program (SLP). SLP is a challenging, 24-month rotational program where participants build a strong foundation of leadership, technical, and strategic skills that will prepare them to succeed as a store manager and beyond.
To qualify, candidates must have a minimum of four years leadership experience in a business environment or as a commissioned military officer. Although the program was not specifically created to target military personnel, nearly 50 percent of those accepted are former military.
The Home Depot hired 10,000 veterans in 2003, 16,000 veterans in 2004, and 17,000 in 2005.