June 30, 2026
Leading change in convenience store operations isn’t about finding the perfect solution. It’s about creating a culture where teams are willing to try new ideas, learn from experience, and improve every day.
For Dylan, Operations Manager at Rams, that’s exactly what leadership looks like.
As Rams continues its transition from fuel distribution into convenience retail, Dylan has helped lead new store openings, implement new systems, and guide teams through constant operational change. Throughout the journey, one lesson has remained consistent: successful convenience store operations are built through continuous improvement—not perfection.
Convenience Store Operations Begin with Continuous Learning
For years, Rams focused primarily on fuel distribution.
Today, the company is investing heavily in retail operations, with four convenience stores already operating and additional locations opening soon. That transition has required the entire organization to learn a new side of the business while continuing to serve customers every day.
Dylan describes the experience with an analogy many retailers can appreciate.
“It’s kind of like building a ship while you’re already sailing it.”
Opening stores means learning new vendor relationships, operational processes, merchandising strategies, labor management, and customer expectations—all while the business continues moving forward.
Instead of waiting until every answer is clear, Dylan believes leaders need to be willing to experiment.
“You’re not going to hit the perfect plan the first time.“
Testing ideas, evaluating results, and making adjustments has become part of Rams’ operating philosophy.
Convenience Store Change Starts with Honest Communication
Introducing new processes is one thing. Helping employees embrace them is something entirely different.
Rather than presenting every change as permanent, Dylan prefers to involve store teams from the beginning.
“We’re going to try this, but we need your feedback.”
That approach changes how employees view change.
Instead of feeling like something is being forced upon them, they become part of improving the process. Store managers and frontline employees experience operational challenges every day. Their feedback often identifies opportunities that leadership can’t see from the office.
“If people feel like they’re being heard, they’re much more willing to give something a chance.”
For Dylan, successful convenience store leadership isn’t about having every answer.
It’s about creating conversations that lead to better ones.
Simple Systems Strengthen Convenience Store Operations
As Rams grows, Dylan is helping digitize many of the company’s daily operational checklists.
Cleaning schedules.
Shift responsibilities.
Inventory tasks.
Store documentation.
The objective isn’t simply adding technology.
It’s creating better visibility and accountability across every store.
But Dylan also recognizes a common mistake many organizations make. Every new process has the potential to create additional work. Using restroom cleaning as an example, he explained how a simple checklist can quickly become several extra steps once photos, digital documentation, and reporting requirements are added.
“You don’t want every task to take twice as long.”
Technology should simplify store operations—not complicate them. Sometimes the best improvement is the one employees can consistently follow every day.
Strong Routines Create Strong Leaders
When asked what advice he would give someone stepping into an operations leadership role, Dylan didn’t start by talking about software or reports.
He talked about routines. “I’m big on routines and systems.”
Retail changes quickly. Equipment fails. Employees call off. Unexpected situations happen every week.
That’s why Dylan believes every leader should establish a set of non-negotiables.
Those might include:
- Reviewing store performance each morning
- Meeting regularly with store managers
- Visiting stores consistently
- Monitoring key operational metrics
- Following up on important action items
Once those routines become habits, leaders can spend more time improving the business instead of constantly reacting to it.
Using Data to Improve Convenience Store Operations
Another theme surfaced throughout Dylan’s conversation.
Data should support decisions—not replace them.
Trying new products, introducing different vendors, or changing store processes will always involve some level of trial and error.
Analytics simply help shorten that learning process.
By combining operational experience with performance data, leaders can evaluate what is working, identify opportunities sooner, and make more confident decisions for the future.
Leading Through Change Is a Continuous Process
Throughout the interview, Dylan returned to one idea again and again.
There is no perfect system.
No perfect rollout.
No perfect process.
Successful convenience store operations improve because leaders stay curious, ask questions, listen to their teams, and make adjustments over time.
For Dylan, leadership isn’t measured by getting everything right the first time.
It’s measured by creating an environment where learning never stops.
That mindset is helping Rams build stronger systems, stronger teams, and stronger convenience store operations—one improvement at a time.
Watch the Full Conversation
Hear more from Dylan as he shares his approach to leading change, improving convenience store operations, and building systems that help teams succeed.
Learn more about developing strong store leaders through our Manager Certification Program, or explore additional Convenience Store Leadership Stories from leaders across the industry.
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