"No more than four-minute wait times for in-cafe customers to receive their beverages," Robinson-Gaylord said.

Also, the goal is to create that unique in-person experience for someone who wants to dine in and has more time on their hands. One thing Robinson-Gaylord referred to was Starbucks' policy allowing customers to get served while using their own mugs or glass cups.

"It's it's a full scale, not just a physical experience, but also an operational experience," she emphasized.

FORWARD-THINKING

To improve the customer experience, Robinson-Gaylord said she relies on its inside voices of "expertise," which includes working with its design team and even those thinking about what the future holds.

"I call them the George Jetsons," she said of the future thinkers.

"Those are the people who are thinking three to five years out into the future, to imagine what it could look like and feel like to have a Starbucks."

MORE TO THE UNIQUE CUSTOMER EXPERIENCE

Overall, the goal is to make consumers feel like Starbucks is a part of their lifestyle — and not present itself solely as a traditional retailer.

"Our passion is ensuring that we're removing the friction from the interactions that each of our customers have, as well as providing an incredible opportunity for growth and development for our professionals, our green program partners and our partners that serve our broader organization are focused on that delivery," Robinson-Gaylord explained.

"But at the same time, we are one of the first retailers that leaned into using the app to interact with us and part of what Starbucks will bring [to] ease reinvestment."

Another thing Robinson-Gaylord touted was an upper-scale store concept the coffee chain has been experimenting with — Starbucks Reserve — which offers not only coffee and tea — but cocktails and food as well. Globally, there are just six of these stores around — just three are in the U.S.

When it comes to the entire process, Robinson-Gaylord, who has been with Starbucks for roughly a year and led store development teams for major retail brands including IKEA and McDonald's, admitted everything starts with leadership and empowering your employees. That helps build what she calls a "foundation" that leads to effective communication — even when there isn't unanimous agreement across the board. And the other important element for the business is looking for more opportunities for employees, whether that's promotions or serving as a store development ambassador.