Oversaw $60M dry grocery, perishable, and frozen food distribution operations, P&L, safety, HR, and transportation across 3 warehouses (combined 650,000 sq. ft. and 135 staff) for Fortune 500 retailer.DELIVERED RESULTS:• Improved throughput 25% (from 200 to 225 cases/hour) and reduced cost/case shipped by $0.03 after being recruited to turn around and optimize facilities serving owned retail stores, military bases, and Dollar General. • Reduced OSHA rate from 12.3 to 2.8… Show more Oversaw $60M dry grocery, perishable, and frozen food distribution operations, P&L, safety, HR, and transportation across 3 warehouses (combined 650,000 sq. ft. and 135 staff) for Fortune 500 retailer.DELIVERED RESULTS:• Improved throughput 25% (from 200 to 225 cases/hour) and reduced cost/case shipped by $0.03 after being recruited to turn around and optimize facilities serving owned retail stores, military bases, and Dollar General. • Reduced OSHA rate from 12.3 to 2.8 with safety program focused on practical, behavior-based improvements.• Boosted customer satisfaction and on-time delivery from 92.4% to 98.7% with dynamic delivery routing.• Established single data source for receiving operations KPIs across $9.3B retailer alongside engineering team. Show less

Recruited to lead successful ramp-up and operations of brand-new 1.7M sq. ft. automated distribution center supplying 1,300 US-wide TJMaxx stores. Scaled to capacity ($125M P&L, 1,000+ employees, shipping 4M units/week) in 12 months (2 years ahead of original corporate goal to catch up after Covid-19 delay). DELIVERED RESULTS:• Led start-up of 30,000 sq. ft. jewelry processing center, an add-on to the original facility design; launched within 45 days after building new process… Show more Recruited to lead successful ramp-up and operations of brand-new 1.7M sq. ft. automated distribution center supplying 1,300 US-wide TJMaxx stores. Scaled to capacity ($125M P&L, 1,000+ employees, shipping 4M units/week) in 12 months (2 years ahead of original corporate goal to catch up after Covid-19 delay). DELIVERED RESULTS:• Led start-up of 30,000 sq. ft. jewelry processing center, an add-on to the original facility design; launched within 45 days after building new process, procuring/installing equipment, and hiring/training 50+ staff.• Maintained 99.1% customer satisfaction and 100% quality compliance on goods flow from 100s of vendors.• Improved staff engagement and safety across 12 TJX distribution centers as member of board/committees. Show less

Held increasingly senior roles as supermarket company expanded from $25B to $32B, overseeing a peak of $220M P&L, 1,300 total staff across 1M sq. ft. of automated facility space, 90,000+ SKUs, and 3.5M units/week.DELIVERED RESULTS:• Enabled general merchandise operations growth from $110M to $160M P&L and from 650 to 1,100 staff.• Boosted throughput from 189 to 211 cases/hour by optimizing pick to light system, resource allocation, and process efficiency across 1.6M sq… Show more Held increasingly senior roles as supermarket company expanded from $25B to $32B, overseeing a peak of $220M P&L, 1,300 total staff across 1M sq. ft. of automated facility space, 90,000+ SKUs, and 3.5M units/week.DELIVERED RESULTS:• Enabled general merchandise operations growth from $110M to $160M P&L and from 650 to 1,100 staff.• Boosted throughput from 189 to 211 cases/hour by optimizing pick to light system, resource allocation, and process efficiency across 1.6M sq. ft. general merchandise facility shipping and receiving 1.2M units/week.• Cut frozen foods cost/case shipped $0.05 on 31M/year through continuous improvement and lean principles; notably, eliminated the need for 2 off-site warehouses by working with procurement to reduce inventory.• Increased on-time delivery rate from 88% to 99.7% and enabled sustainable operational scale by leading combined $7M installation of modernized yard management, pick-to-belt, and pick to light technologies.• Improved retention from 30% to 61% and reduced overtime from 15% to 5.5% by navigating staffing and scheduling challenges; also promoted 12 leaders and managed executive development programs.• Optimized warehousing/transport costs during Thanksgiving spike by streamlining distribution operations.• Reduced OSHA incidents 50% by implementing a new safety program and establishing a safety-first culture. Show less

Managed high-volume (14M cases/week) warehousing and distribution of Procter & Gamble laundry detergent brands. Delivered to budgets and SLAs in a wide-ranging role spanning 2 facilities and 2 transport operations.DELIVERED RESULTS:• Optimized productivity, safety, accuracy, and costs in $3M, 100,000+ sq. ft. automated production facility.• Boosted on-time delivery, customer satisfaction, and more for 862,000 sq. ft. $3.5M distribution center.• Oversaw and… Show more Managed high-volume (14M cases/week) warehousing and distribution of Procter & Gamble laundry detergent brands. Delivered to budgets and SLAs in a wide-ranging role spanning 2 facilities and 2 transport operations.DELIVERED RESULTS:• Optimized productivity, safety, accuracy, and costs in $3M, 100,000+ sq. ft. automated production facility.• Boosted on-time delivery, customer satisfaction, and more for 862,000 sq. ft. $3.5M distribution center.• Oversaw and continuously improved operations/P&L for $4.4M, 24/7, 165-trailer transportation operation.• Directly led 10 warehouse and transport employees; oversaw up to 50 warehouse staff and 56 truck drivers. Show less

Oversaw 200 staff in distribution, warehousing, and logistics operations in 150,000 sq. ft. dry grocery facility.