My team once again came out as the top-performing, and in recognition, I was given the responsibility to lead the FC as an Asst. General Manager. Now I drive all activities at the Fulfillment Center, including overseeing operations to attain maximum production efficiency, overseeing safety and inventory control to ensure the site builds a strong culture of safety and quality, and ensuring all functions operate at levels that exceed customers’ needs and established financial benchmarks. I ensure Fulfillment Center adheres to company policy and administers practices fairly and equitably. Also ensures standards for product quality, equipment, and operator performance are maintained, and that cost-effective technology is used to maximize production. Ensures fixed assets are preserved. I approve recommendations on purchases of new equipment and improvements to plant property.

After launching the most successful FC in Charlotte, I took another challenging opportunity to build a strong team while improving procedures, metrics, and processes in an underperforming FC in Dallas. I led a team of Operation Managers and Area Managers to develop and administer operational procedures for flawlessly executing activities for incoming and outgoing shipments, handling and disposition of products, and keeping the highest standards of inventory accuracy. In my first 60 days, my team started achieving all operational goals. Also, my Team has delivered a 23.6% YoY improvement in the OB TPH performance during Peak 2021. Peak ship volume increased YOY by 4% and used 17% fewer hours YOY.

Based on my successful implementations of change leadership and delivering process improvement, which contributed to bottom-line savings, I was selected to launch the newest FC in Charlotte as a Senior Change Manager. I developed standard work and audit mechanisms for Inbound, Outbound, and Quality teams. This was the most successful FC launch in Chewy's history.

I managed outbound activities for the FC, including picking, packing, and shipping. I Led and supervised a team of Area Managers, 4-5 front-line managers depending on seasonality, and 200-300 hourly associates in outbound operations within a traditional fulfillment center. I ensured that all Key Performance Indicators (KPIs) were on target for the operation, such as warehouse misses, on-time shipments, shipment defects, aged tasks, production levels per hour, and cost per order. I improved the building's outbound performance by 10% by building a continuous improvement strategy using Kaizen thought process.

Based on my proven skill of building high-performing teams, I was selected to launch a new Sortable Fulfillment center. I Led and supervised a team of Area Managers 6-8 front-line supervisors depending on seasonality and 300-400 hourly associates in outbound operations within a Non-Sort Facility. I was responsible for supporting all safety programs and OSHA compliance to ensure a safe work environment for all associates and managers. I planned, built, and delivered productivity plans by reviewing work forecasts, determining productivity requirements, and partnering with other Operations Managers to balance labor.

I Led and supervised a team of Area Managers, 12-18 front-line supervisors depending on seasonality, and 500-800 hourly associates in inbound operations within the Cross Dock Facility. I was accountable for meeting and exceeding operational goals, strategic planning, forecasting, appraising performance, rewarding and disciplining employees, resolving problems, and addressing staffing. In a very short time, I developed a high-performing team that improved Inbound performance by 7% YOY. Also, my team was responsible for developing and sharing best practices across the network.

I drove daily store operations, anticipating customer flow and work demand and redirecting efforts and schedules to ensure proper coverage when and where needed. Planning for spikes in sales and ensuring the store has the in-stock position to support the demand. Also, conducted safety walks monitored store power equipment use, and coached associates around safe work practices. As Assistant Store Manager, I achieved and Improved sales and margin goals while driving operational efficiencies and maximizing overall customer satisfaction with Lowe's in-store experience

Led all operations across Canada with full responsibility of P&L. Responsible for business plan & strategy development. Overall brand development through offline and online strategy with increased social media presence and web traffic growth. Goal setting for new profit center and to review product sourcing / human resource strategies to improve service and cost-efficiency.

As a Store Manager of TARGET's Canadian brand launch team, I managed all levels of store operations of a 100,000 + sq ft. from onboarding to run state transition. I directly impact quality and productivity by directing all logistics, merchandising, operational, and human resource functions. Also, provide upward feedback to resolve operational challenges during/after the store setup process to streamline workflow.

I was part of Lowe's launch team for the Canadian market. I directed all store operations and led multiple new sites development throughout Canada. This included operational planning for logistics, merchandising, inventory management, sales forecasting, talent management, and on-boarding functions of stores ranging annual revenue from $35 million to $55 million. Also, as an operational leader of the Western Canada brand launch team, I established the first store in Western Canada, which acted as an active training ground to support successful Western Canadian stores' expansion.

As a Business Sales Manager, I played an instrumental role in Best Buy's transition and onboarding in Canada by opening the first Best Buy store in the Canadian market. Also, consistently maintained or exceeded profitability status through strategic planning, execution, operational and inventory controls to ensure smooth process flow. I also, Designed operational feasibility for business leasing to launch new sales & service initiatives and launched "Geek Squad Service" for business customers.

As a business manager, I successfully managed all aspects of international logistics and supply chain operations, including import, export, shipping, receiving, and warehousing functions for a renowned food processing company. Managed contract negotiations with all logistical partners for a smooth and efficient freight flow through air/sea/land. Also, established and negotiated LCs with banks as part of account management and evaluated quality/safety procedures within the manufacturing unit in compliance with ISO and HACCP as a certified auditor.

As a regional manager, I was given the task to expand multi-unit sales and service operations to 2 international locations (Singapore/ Dubai). This included onboarding teams and developing operational strategies for the two new international locations. Successfully engaged various stakeholders ( finance organizations, business partners, and clients) to launch a new market initiative by introducing a sales and service strategy of deferred payment plan for solution sales.