Managing a company start-up for an artisanal grocery delivery business. Ownership & Accountability to business development and growth of Sales, Marketing, Operations and Vendor Management from incubation through full business scale. Active member of the steering committee to develop product and business strategy in a constantly changing market. Develop brand personality, tying brand values into Dallas market and implementing best strategies for niche and mass market, digital and social media channels. Develop marketing content for all channels. Manage marketing agencies for media buy, PR, brand and content development. Manage complex B to C logistics model for over 100 small businesses, ensuring accuracy and efficiency throughout the sales cycle. Responsible for developing our business from a 3PL managed system to operating our own distribution/transportation operation. Curate the list of artisans that define the Artizone on-line market. Develop long-standing partnerships with key business owners, execute contract negotiations, develop their online channel and co-manage their sales strategy. Analyze data to develop KPIs, understand consumer behavior, improve sales, measure content and channel effectiveness and drive efficiencies throughout the operation. Work internationally with an Israeli based team on all product development, service and maintenance of artizone.com. Created and implemented key functionality to improve customer experience and retention.After several years of self-funding we created a 3 person team and spent a year pitching to VC's throughout the U.S. and Israel.

Accountability to labor, operations, and facility expenses for $15 - 20 million DC budget. Led, directed, and managed team of 30 - 50 and facility operations to meet 96 hour, DC to store, order cycle; order processing, receiving, inventory management, picking and shipping of CPGs for Walmart and Sam's Clubs. Ensure compliance to all Federal, State, and local regulatory requirements in conjunction with maintaining AIB Food Safety Regulations ranking of “Superior”. Account management, marketing and sales. Responsible for developing SW region and hispanic market segments.

Developed and managed $13 million warehouse and transportation budget. Delivered 2007 results of 4.1% below budget and over $500,000 in savings. Managed network of 20 3PL’s throughout the NAFTA region. Responsible for finished goods flow, utilizing all modes of transportation, from manufacturing finish to end user. Responsible for international distribution, ensuring customs compliance and delivery. Worked in a team to produce $600,000 in annual savings by renegotiating carrier contracts through the RFQ process.

Participated in start-up of 650,000 sq. ft. non-con facility in Dallas, TX. Developed line, dock and departmental layouts. Managed associate on-boarding and training while shipping volume grew daily from 500 to 23,000 packages. Achieved highest VCP payout in company history. Managed 30-100 associates in receiving, put-away, pick/pack, shipping and ICQA. Daily use of WMS and Automated Picking System (APS). Managed outbound operations to a 0.0% miss in FastTrack and less than 0.1% miss is Premium shipments. Performed change management for inbound operations. Implemented process improvements, SOP training, and 5S organization. Received top rating on Associate Insight Survey.

Managed Shipping/Receiving office and departments to ensure operational flow for 100,000+ SKU's. Shared management responsibility for on-site, third party Transportation Company. Facility Procurement Manager. Made all purchasing decisions for D.C. operations while managing 90% of inventory to JIT. Cut monthly expenses by 40-56%. Led 24 - 100 people while managing multiple departments in 500,000 sq. ft. facility. Responsible for labor planning, budgeting, and developing Key Performance Indicators. Project lead for multi-million dollar roll-out of Nicole Miller, W, and Nick-it.

Managed a dedicated delivery fleet on-site at the client’s distribution center. Coordinated fulfillment of customer orders between field organization, internal operations, and a 3PL. Managed and reported monthly P&L with $2.5 million annual revenue. Managed the operations team (professional truck drivers) for multiple accounts-including employee relations, problem resolution, recruiting, hiring, training, and corrective discipline. Participated in start-up of Alro Steel account in Niles, MI. Worked in a two man team to build $1 million account from the ground up.