Shayna Zeidner

Enterprise operations leader with deep experience leading managers, improving complex service operations, and building systems that strengthen operational performance, customer outcomes, and leadership capability across multi-site and OEM environments. Proven ability to translate performance data into operational priorities, develop leaders, align cross-functional teams, and lead sustainable improvement across complex organizations. MBA with Lean, Six Sigma, SAP Organizational Change Management, and coaching credentials.

Demonstrated success leading operational excellence initiatives across 6 corporate locations, 22 district sites, and 70+ partner locations, generating measurable improvements in throughput, cost reduction, operational visibility, accountability, and customer outcomes.

Continuous Improvement & Operations Consultant - SELF-EMPLOYED - Remote

(2024-05)

• Partner with organizations to diagnose operational challenges and design practical improvements across process, performance management, governance, and organizational effectiveness.
• Develop operating frameworks, performance systems, workflow standards, and implementation roadmaps that improve visibility, accountability, execution consistency, and long-term adoption.
• Advise leaders through structured analysis, process improvement, and implementation, translating operational data and frontline input into sustainable changes in how work is managed and performed.

Continuous Improvement Operations Director - BURR TRUCK & TRAILER - Binghamton, NY

(2023-01 - 2024-05)

• Led 7–12 department managers across service, parts, sales, used sales, maintenance, body shop, and related operations, establishing performance expectations, coaching leaders, and strengthening accountability across their teams.
• Directed cross-functional operational performance across a complex dealership environment, using KPI reviews, leadership routines, and frontline observation to identify constraints, prioritize improvement opportunities, and coordinate execution across departments.
• Partnered with executive leadership to align operational priorities and improvement initiatives with organizational KPIs, financial objectives, staffing needs, and customer outcomes.
• Established the organization's first measurable performance operating system, integrating governance, leadership accountability, coaching, performance visibility, and incentive alignment while identifying and eliminating approximately $95K in annualized operational waste.
• Led structured improvement work using Value Stream Mapping, Kaizen, process analysis, pilot programs, and performance data to redesign workflows and improve execution across the organization.
• Developed change and implementation strategies for new processes, tools, and operating practices through manager coaching, communication, training, and recurring performance reviews designed to sustain adoption.

Dealer Development Manager - THE VOLVO GROUP - Greensboro, NC

(2021-05 - 2022-12)

• Led dealer development and operational excellence initiatives across a network of approximately 70 locations, partnering with dealer principals and operational leaders to improve profitability, customer experience, operational discipline, and uptime performance.
• Used performance data, operational assessments, and onsite observation to identify underperformance, prioritize improvement opportunities, and coach dealership leaders toward sustainable operating improvements.
• Improved throughput and productivity approximately 15% through operational diagnostics, leader coaching, performance visibility, process standardization, and continuous improvement deployment.
• Reduced operating costs approximately 10% across a 22-site network through service-process optimization, governance systems, and stronger accountability structures.
• Supported struggling and Bottom 20 dealerships through intensive onsite assessment, coaching, and recovery planning, using both performance data and frontline input to identify root causes rather than applying standardized solutions.
• Supported development, implementation, and reinforcement of Certified Uptime Dealer operating standards, translating certification requirements into practical operating behaviors and sharing successful practices across the broader dealer network.

District Service Manager - THE VOLVO GROUP - Salt Lake City, UT

(2018-11 - 2021-04)

• Managed service performance and customer uptime across 22 dealerships throughout the Western U.S., partnering with dealership leaders on operational performance, customer experience, technical escalation, and continuous improvement.
• Reviewed dealership performance data and operational KPIs—including repair cycle time, throughput, customer satisfaction, warranty performance, and service-process measures—to identify emerging issues and prioritize onsite support.
• Served as a key decision and escalation point for complex repairs, warranty and goodwill decisions, and significant service-process changes, coordinating with engineering, reliability, quality, warranty, and dealership leadership to resolve issues while protecting customer uptime.
• Built a proactive warranty-governance and coaching process in which dealership submissions were reviewed before escalation, improving claim quality while developing administrator capability and reducing preventable denials and rework.
• Coached dealership leaders and frontline teams on standardized operating practices, performance management, and Certified Uptime processes, sharing successful practices across the network to improve consistency and strengthen local problem-solving capability.

Operations Manager - WARNER TRUCK CENTER - Salt Lake City, UT

(2018-02 - 2018-09)

• Led day-to-day operational performance across the dealership, establishing KPI reporting, inventory controls, and management routines that improved visibility, accountability, and execution.
• Managed procurement and inventory performance, partnering with vendors and internal teams to improve material availability, control costs, and support service operations.
• Applied DMAIC to redesign inventory-management processes, achieving a sustained 20% reduction in operational costs while strengthening inventory controls and standardizing the improved process.

Corporate Continuous Improvement Coordinator - WARNER TRUCK CENTER - Salt Lake City, UT

(2016-08 - 2018-09)

• Led continuous improvement initiatives across 6 corporate locations, partnering with operational leaders to identify performance gaps, prioritize improvement opportunities, and implement standardized operating practices.
• Led Lean Six Sigma initiatives that reduced cycle time 15%, increased output 10%, and generated approximately $150K in annual savings through process redesign and waste elimination.
• Designed and implemented quality-assurance processes that reduced service rework 30%, generating approximately $250K in annual savings while improving process consistency and customer outcomes.
• Trained and coached 500+ employees and managers in Lean principles, structured problem solving, process improvement, and continuous improvement practices, strengthening internal capability rather than relying on project-by-project intervention.
• Facilitated Kaizen events, Value Stream Mapping, root-cause analysis, and cross-functional improvement projects, translating frontline observations and performance data into sustainable operational changes.

Master of Business Administration - MBA - University of Utah — David Eccles School of Business

Bachelor of Science - Political Science - University of Utah