is remaking the company in her number-crunching image, in part by adopting the philosophy that delivering less can be more. And she is using the urgency created by the crisis to revamp its business model in months, not years.
The plan paid off during the first peak season under Ms. Tomé’s watch. While some customers faced delays on pickups, UPS pointed to third-party data showing the company outperformed rivals in on-time deliveries in the lead-up to the holidays. According to ShipMatrix Inc., a software provider that crunches shipping data, UPS delivered 96.7% of packages on time in the five weeks before Christmas, compared with 95.1% forand 93.2% for the U.S. Postal Service.
Instead, business boomed on the back of an e-commerce surge. While lockdowns hurt business-to-business shipments, store closures shifted purchases of myriad items online—paper towels to clean, puzzles to entertain, desks to work at. They all needed a way to get to homes. FedEx, UPS and the Postal Service stepped up.
In her 18-year run as CFO at the retailer, she built a record of bucking convention. After years of building stores to chase growth, Home Depot curbed new openings and focused on operating its existing ones more efficiently as e-commerce reshaped shopping. It sold divisions, closed stores and shed jobs. During the 2008 recession, the company halted pay raises for executives but kept them for store employees and continued to pay out bonuses to them. Profits rose.
“They think she is great but are a bit concerned that just because she did it at Home Depot, does that mean she can do it at UPS?” Ms. Landry said.
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