Jose Luis, COO, Goodwill Industries of the Southern Piedmont

In an interview with Invest:, Jose Luis, COO of Goodwill Industries of the Southern Piedmont, discussed emerging trends impacting the organization, notably inflation’s effects on operational costs and the transformative potential of artificial intelligence in workforce development and strategic planning.

As the retail and nonprofit sectors continue to evolve, what are some of the emerging trends that are impacting your organization the most?

One significant trend is the cost of goods (utilities, supplies, equipment, etc.) and how inflation impacts everything, leading to a domino effect in our operational costs. For instance, with the rising price of oil, we have seen and are anticipating additional operating costs. Another major trend shaping our landscape is artificial intelligence. From job training to real estate and finance, AI’s potential is transformative, likely heralding an era similar to past revolutions like the agricultural and industrial revolutions. This AI revolution could significantly change how we operate and interact within our sectors.

How is the increase in the cost of goods and inflation influencing your strategic planning?

As a nonprofit, Goodwill operates quite differently from traditional retailers. Unlike others, we don’t have a merchandising department or a steady source of inventory. Instead, we rely on donations, which makes our inventory unique and varied. This model presents challenges because it requires public awareness of how crucial their donations are to our mission. With the rising costs of goods and it becoming more difficult to replace items, people’s willingness to donate becomes more challenging and it makes this awareness more important.  As a result, we’ve increased attended donation centers across our region to make it more convenient for people to donate and support our community.

In addition, these donations contribute to sustainability by repurposing items that would otherwise end up in landfills, providing community members with valuable resources at a great price. Secondly, these donations drive the revenue of our retail stores, which in turn supports our mission of providing job placement and job training services to members of our community free of charge. We offer training services in banking,  advanced IT, and construction. This creates a sustainable ecosystem and fosters a retail environment filled with gratitude. Our strategy is to enhance this ecosystem by ensuring our community understands the impact of their contributions, which is vital for our operation and the services we provide.

How are technology and innovation changing the workforce development programs at Goodwill?

Predicting the future impact of technology on workforce development is quite challenging; if I could foresee the future like that, I might be playing the lottery, instead. However, the potential of technology, especially AI, seems limitless. For instance, we’ve seen advancements not just in generating documents quickly with tools like ChatGPT but also in creating videos in minutes based on simple text inputs. At Goodwill, we are exploring how AI can help us manage and optimize our donations more efficiently — tracking, identifying, and reallocating resources to meet greater needs within our community. We’re working with various vendors who are at the forefront of AI technology to enhance how we handle donations, from capturing images to identifying items. From a workforce development perspective, there are possibilities to help people upskill their training to learn how to implement and use AI.

Which of the workforce development and training programs that Goodwill offers are experiencing the most growth?

Our training programs rely heavily on the needs of the community. Right now, we offer training in banking, advanced IT,  and construction.  Our Goodwill Construction Skills Training Center, near our campus, offers a variety of courses including training in construction basics, carpentry, blueprint reading & estimating, HVAC, electrical, and drone pilot training. Participants enrolled in our construction courses start with basic construction training, which serves as an entry-level course, and from there, students can specialize in HVAC, electrical, or carpentry.  Participants in drone training do not require an entry level course. We’re also exploring new courses like welding.

Additionally, our BankWorks course, beginning its fourth cohort, launched last October and has been very successful. Considering Charlotte’s status as the second-largest banking city, this program is strategically aligned with local industry needs.

Our campus provides a comprehensive view of Goodwill’s impact. It’s not just about our facilities but understanding the entire life cycle, from donations to final sales. It’s staggering to realize the volume of items we process daily and the environmental impact we mitigate, like preventing over a million pounds of electronic waste from reaching landfills annually.

Seeing our operations firsthand reveals the scale of our efforts. It’s more akin to running a distribution company than a retail operation. We focus on moving products efficiently to maximize community benefit. Witnessing the interconnectedness of our operations, from donations to training new employees and empowering community members in our  Career and Employment Center, truly underscores the impact of our work.

What is the role of diversity and inclusion in your strategic planning and daily operations?

For us, diversity and inclusion mean bringing various perspectives, ideas, and viewpoints into our daily operations to challenge our conventional ways of thinking. At Goodwill, we have a shared purpose that drives us to scrutinize and improve our processes continually.

Every new person who joins our organization brings unique insights that challenge the status quo. This is crucial because it leads to a specific outcome: it might reinforce our current practices if, through discussion and debate, we find that our methods are still effective. Alternatively, these fresh perspectives can expose flaws and inefficiencies, providing us with opportunities to enhance and refine our operations.

Incorporating diversity and inclusion isn’t just a policy for us; it’s a strategic approach that makes us stronger and more adaptive, ensuring we’re not just doing things a certain way because that’s how it’s always been done. That’s why in 2023, our Diversity, Equity, Inclusion, and Belonging (DEIB) Advisory Group, a team of individuals across different parts of the organization committed to advancing our culture, launched three Networking Groups for team members to cultivate ideas and connections. Our supervisors also participate in ongoing DEI&B learning sessions in partnership with The Weathers Group, and Heart Work Leadership training with Dr. Glenn Thomas, to engage in ongoing dialogue and gain skills to be people-first, heart-centered leaders. This commitment to continuous improvement is what drives our organization forward and makes us better every day.

What recent partnerships have significantly influenced your mission and service capabilities?

Partners assist us in our efforts to help people in our community. Whether that be financially or job placement, all our partners are a key part of our ecosystem, from our campus partners – Skyla Credit Union, The Center for Community Transitions, Charlotte Community Health Clinic, and CommonWealth Charlotte located inside our Goodwill Opportunity to the Lowe’sFoundation, who awarded us an $800,000 Gable Grant to support our Construction & Trade Skills training program. The Lowe’s Foundation Gable Grants program is a five-year, $50 million commitment to help prepare 50,000 people to gain skilled trades careers. These Gable Grants directly support community and technical colleges, community-based nonprofit organizations, and national nonprofit partners with a strong local presence.  We also partner with local banks — Founders FCU, TD Bank, Fifth Third, WoodForest National Bank, Common Wealth Charlotte, PNC, Bank of America, JP Morgan Chase, Skyla FCU, Wells Fargo, Founders FCU, North State Bank, Pinnacle Financial Partners, Truist, First Horizon, Bank OZK, F&M Bank and NC Bankers Association – for training in our banking program. These institutions speak with participants, prep them for interviews, and help with the curriculum.  

From an operational standpoint, one of the most impactful partnerships we’ve developed recently involves supporting local entrepreneurs with our store openings. We’ve provided spaces at our Rockingham and Shelby stores, and now at our main campus, for cafe or food service operators. This initiative allows these entrepreneurs to grow their businesses and set their own living standards based on their passions. The opportunity to align their entrepreneurial ventures with our real estate and store operations is truly amazing and exemplifies a successful partnership.

Additionally, our collaboration with various vendors, from general contractors to architects and HVAC specialists, plays a crucial role. These partnerships enhance our facility management and extend our impact on the community, reinforcing our commitment to supporting and uplifting those we serve. This network of partnerships not only aids in our operational success but also amplifies our community support, which is central to our mission at Goodwill.

What are your top priorities for Goodwill in the next couple of years, and what is your general outlook during that time frame?

Over the next few years, donations will become increasingly critical as we continue to grow our organization. We depend on the generosity of the community to support our mission, and it’s essential for people to understand the significant impact their donations have. In the last year and a half, we’ve developed a five-year strategic plan aimed at extending our support for the community more robustly. Specifically, we’re setting a goal to assist 10,000 people in finding meaningful employment over the next five years, with an ambitious stretch goal of reaching 15,000 people. These aren’t just any jobs; we’re focusing on great jobs that support individuals and their families, helping them achieve the life they want to live. This effort ties directly into our strategic plan and the growth we’ve experienced.

In terms of donations, our strategy for the next few years will focus on building up the inventory needed to support all the programs and services we offer. We’ve already established the stores and the retail footprint necessary to build that pipeline. It’s important to note that while physical donations are crucial, financial contributions are equally important. We accept philanthropic donations from individuals and corporate entities, providing multiple ways for people to support our mission. I also want to mention that Lowe’s has been a significant partner. We recently received a sizable grant from them, which has been instrumental.