Cris K. Challender
About Cris K. Challender
Cris K. Challender is a Senior Director of Business Transformation at Accel Entertainment, with extensive experience in talent development and operational efficiency across various companies. He has a proven track record in inventory management and supply chain optimization, having held leadership roles at organizations such as Nokia, Sears Home Services, and Cognizant.
Current Role at Accel Entertainment
Cris K. Challender serves as the Senior Director of Business Transformation at Accel Entertainment. In this role, he focuses on evaluating supply chain operations across multiple subsidiaries and warehouses. His responsibilities include optimizing processes for scalability and supporting aggressive growth strategies. Challender has been with Accel Entertainment since 2021.
Previous Experience at Pendum LLC
Before joining Accel Entertainment, Cris K. Challender held the position of Vice President of Talent Development and Service Operations Support at Pendum LLC from 2009 to 2010. During his tenure, he implemented the RF Smart/NetSuite Warehouse Management System, which aimed to enhance operational efficiency within the organization.
Experience at Nokia
Cris K. Challender worked as the National Director of Training and Development at SAC Wireless, a Nokia Company, from 2019 to 2021. His role involved overseeing training initiatives and development programs, contributing to the overall growth and effectiveness of the organization in the Greater Chicago Area.
Educational Background
Cris K. Challender earned a Bachelor of Arts degree from the University of West Florida. He also pursued further education at the Lake Forest Graduate School of Management, where he studied MBA Studies. His educational background supports his extensive career in business transformation and operational management.
Achievements in Inventory Management
Throughout his career, Cris K. Challender has demonstrated significant achievements in inventory management. He successfully reduced recurring inventory losses from over 25% to 0.69% and decreased fixed asset costs by approximately $300,000 annually. He transitioned inventory purchasing from a reactive model to a strategic foresight approach, improving overall inventory management effectiveness.