Tara Coyle serves as the Procurement Manager at Habitat for Humanity of the Charlotte Region, where she plays a pivotal role in ensuring the organization’s operational efficiency and sustainability. With a robust background in procurement and logistics within the non-profit sector, Tara is adept at...
Tara Coyle serves as the Procurement Manager at Habitat for Humanity of the Charlotte Region, where she plays a pivotal role in ensuring the organization’s operational efficiency and sustainability. With a robust background in procurement and logistics within the non-profit sector, Tara is adept at soliciting and analyzing potential donations from a diverse array of stakeholders, including businesses, organizations, and individual donors. Her strategic approach to outreach involves developing innovative strategies, such as cold-calling and researching construction schedules, to engage large, recurring donors who are essential to maintaining the product flow within the ReStores.
In her current role, Tara is not only focused on securing donations but also on fostering long-term partnerships that enhance the organization’s mission. She actively seeks sponsorships for future projects, leveraging her skills in donor development and account management to build relationships that drive impactful contributions. Her expertise in operations management and project management enables her to streamline processes, ensuring that resources are allocated efficiently and effectively.
Tara’s analytical skills, combined with her proficiency in data analytics and Microsoft Excel, allow her to assess trends and make informed decisions that optimize procurement strategies. Her commitment to being adaptable and solution-oriented makes her a valuable asset to the Habitat for Humanity team. As a leader who thrives in collaborative environments, Tara is dedicated to empowering her colleagues and contributing to the overall success of the organization’s initiatives, ultimately helping to provide safe and affordable housing for families in need.
