Jeff Bianchetta

Directed ALDI USA’s fastest growing division, achieving one of the highest bottom-line growth rates company-wide. Oversaw 66 stores and a major warehouse operation across VA, MD, and NC. Held full P&L accountability and leadership of financial planning, divisional operations, marketing, real estate, HR, administration, IT, auditing, accounting, and cross function collaboration reporting directly to the COO and stakeholders. -Transformed unprofitable division into profitability 24 months ahead of plan and delivering top same-store sales for two straight years by slashing expenses to achieve lowest spend per store across the country. -Cut turnover by 50% in 2025 by strengthening leader and supervisor training, and implementing robust hiring practices.

Fast-tracked to role to spearhead the Southern California business launch by building out supplier networks, product assortments, retail structures, go-to-market strategy, and bilingual marketing initiatives. Scope expanded to oversee supplier management, finance, HR, cross function collaboration, and strategic advisement to the Regional Vice President (VP). Directed four-to-seven National Buying Directors across diverse categories. -Expanded California product range by 200+ items, including Hispanic, organic, meat, and produce, boosting sales and market penetration; over 100 products with strong sales added to national assortment. -Boosted California receiving gross profit by 2%+ by sourcing 100+ new suppliers across Western U.S. and Mexico, driving competitive bidding that reduced national costs.

Owned end-to-end category management across dairy, beverages, and pantry staples, from product development and supplier sourcing to marketing and retail execution. -Pioneered company’s first formal category review, driving lasting product improvements adopted enterprise-wide. Earned one of the fastest promotions to Group Buying Director in company history. -The categories I was responsible for included milk, yogurt, juices, preserves, spreads, syrup, and soups. -Increased gross profit in the milk category by 5.0% by increasing the supply base from 13 to 28 suppliers and expanding the range.

As a District Manager, I oversaw all aspects of store operations for 5 stores on the west side of Chicago. These stores were all high volume and fast-paced. The key responsibilities of this role included staffing, performance management, overseeing product levels, supervising cleaning standards, auditing cash handling, managing vendors, and inventory loss management.

My role as a Co-Manager was to support the Store Manager in the managment of store operations according to company guidelines and lead associates to ensure friendly, helpful service and drive profitable store sales. In other words, I was the key support person for the Store Manager and served as the Store Manager when the SM was not in the building.