Benjamin Roy Email & Phone Number

Houston, Texas, Us

Houston, Texas, Us

Houston, Texas, Us

Houston, Texas, Us

As the Maintenance Manager, I led a team of maintenance supervisors and technicians ensuring a safe and operational work environment at an Fulfillment Center, as well as oversaw scheduling and all CMMS/inventory functions. Highlights include: ☑ Successful inaugural Peak season -- 99.3% system uptime enabling customer deliveries during busiest time of the year☑ 99%+ Inventory Accuracy☑ No Major Severity Events under my leadership

Englewood, Co, Us

As the Operations Manager, I was the senior site leader responsible for leading a team of field supervisors, technicians, quality assurance, warehouse personnel and the overall success of the facility. We supported various lines of business including Dish pay TV customers, as well as 3rd party vendor support for other lines of business including Samsung appliance warranty repairs and Amazon fulfillment. Highlights of my achievements include: ☑ Results driven leader, I was able to improve 10 out of 13 performance metrics in my first 90 days, and I routinely led the region in productivity, including #1 out of 134 field offices for August 2019. ☑ Those results don't come without employee engagement, something we excelled at with over 88% Employee Satisfaction rating from my employees and a 97% Customer Service Satisfaction rating of my technicians. ☑ I built a lasting legacy with Dish as I was employed with the company from 11/2012 to 11/2015, and the re-hire process took only 8 days (coordinated from recruiter thru Vice President).

In this role, I directly support 4 organizations with 450+ employees from 5 countries by monitoring, analyzing and reporting all metrics and key performance indicators (KPIs). All of this data, which is used by leadership for decision making, media and public presentations, VIP visitors and status reporting, is run through me as the primary point of contact.Because Lockheed Martin is a government contractor, they have to meet contractual service level agreements (SLAs). I manage and analyze the data in order to provide visual media used by executive corporate and military leaders to identify trends, recognize deviations, formulate corrective actions and make decisions on a trillion-dollar global program that impacts 3,400 F-35 aircraft located in 13 countries. My contribution highlights include:☑ As the coordinator of all statistical reports, I prepare an average of 100+ standard and ad hoc statistical reports annually as well as no-notice project support metrics that have been critical to exceeding program goals by up to 2.5%. When there are staffing allocation changes or we are forecasting our long-term succession plan, I am often part of these meetings. ☑ I was selected by leadership to manage our site’s Rick and Opportunity Program. This experience has enabled me to work with all internal site leads to track risks, identify opportunities and present strategies to leadership to proactively address findings. ☑ In this role, I come into direct contact with the site leaders and often offer KPIs to support procurement, supply chain and equipment allocation decisions provided to foreign Ministries of Defense to justify sale and sustainment of $110M programs.

Randolph Afb, Tx, Us

Though I started as an active duty officer, I completed my Air Force career in the Reserves where I was promoted up to the rank of Major. I held many different roles during my career, but the majority of my career was focused on these areas:☑ MAINTENANCE PRODUCTION MANAGEMENT: I led a team of senior managers and 700+ maintenance technicians to ensure daily production goals were met while completing almost annual maintenance and quality assurance inspection actions on a fleet of aircraft and critical support equipment. I communicated strategic goals and priorities to the team and built a team that bought into and supported the concept of quality maintenance done right the first time.☑ LOGISTICS AND SUPPLY CHAIN MANAGEMENT: I gained expertise in logistics planning and leadership and supply chain oversight while coordinating key core logistics requirements supporting maintenance operations. Using metrics analysis and strategic forecasting I established supply chain requirements based on our repair cycle as well as delivery and air and ground transportation. ☑ STRATEGIC PLANNING: I managed the strategic staffing and succession planning process. I used key performance indicators (KPIs) to determine root causes of issues, identify training or procedural deficiencies, recommend corrective actions and formulate short-term objectives and long-term strategy. I formulated maintenance plans and policies, assessed maintenance capability in support of operational plans and provided inputs for capability assessments for each plan.

Englewood, Co, Us

I led a team of 4 supervisors and 50 service coordinators who managed and dispatched the efforts of 1,600+ field technicians/sub-contractors in 40+ offices that supported all Dish customers – approximately 60% of the U.S. This was a diverse leadership role that included call center operations management, production management and human resources. I was able to directly impact profit margins, customer relations and logistics. Here are some of the highlights of what I led my team to accomplish:☑ As the manager of such a large region, I was trusted to handle the company’s high-profile accounts. I directed the timely resolution of any issues with our VIP accounts, as well as handled 100% of 3rd party vendor operations (such as Amazon and AAFES) and I also personally oversaw the account servicing of several Dish Network Executives and high-visibility partners/board members. ☑ My team prioritized, assigned and managed the on-time, quality completion of an average of 6,400 daily work orders, spanning from new installs to repairs and outages. As the regional manager, I coordinated the logistics and supply chain management necessary to ensure we averaged an 88-90% daily completion rate of these work orders and that any delayed actions were completed as quickly as possible. ☑ I constantly sought opportunities to balance efficiency and customer service in order to optimize profit margins without sacrificing quality of service. I implemented job duty realignments that reduced our staffing budget by 23% while still maintaining a 9.9/10 customer satisfaction rate.

Minneapolis, Mn, Us

As the manager of a 1.6M square foot warehouse facility that supported 77 Target stores in 5 states, I directed 110 personnel from 4 departments that received, processed and distributed all freight throughout the warehouse. I managed and allocated a $300K equipment and supply budget and oversaw all aspects of supply chain, logistics and warehouse operations including operational planning, staffing, training, work quality and performance management. My leadership accomplishments included:☑ In this high-volume operation, logistics performance metrics such as cost per carton and earned value needed to be constantly monitored in order to identify deficiencies or recognize opportunity for improvement. My team was routinely ranked in the Top 5 of 33 distribution centers for productivity. ☑ When I took over the leadership of this logistics operation, it was overstaffed by 15 personnel and was meeting only 82% of its performance standards. Within 120 days, I identified the opportunity to reduce staffing by 30% and achieved 98% of performance metrics. However, this was also done while improving employee satisfaction rates by 20%. By keeping open lines of communication, clearly conveying expectations and standards and creating a collaborative team we had a highly functioning work environment with employees who were motivated and had high morale.

Minneapolis, Mn, Us

I was the facility manager who was responsible for planning and scheduling routine system maintenance and ensuring serviceability of conveyor systems for production as well as overseeing the safety and security of the facility and all personnel. ☑ I was Captain of the Safety Steering Committee who oversaw safety education, ensured compliance and monitored reportable incidents. Our distribution center was commended as the #1 of 30 safest DCs in 2009, 2010 and 2011. ☑ It takes a lot of batteries to keep an organization of this volume running smoothly. I discovered that our batteries were not being properly maintained and were causing production delays as a result. Once I improved preventive battery maintenance, we boosted productivity by up to 220 hours per shift per day.

Minneapolis, Mn, Us

I managed 3 out of 4 operational departments, including the number one performing operational department in Target’s distribution center network. As the manager of a 1.6M square foot warehouse facility that supported 77 Target stores in 5 states, I directed team of 110 personnel from 4 departments that received, processed and distributed all freight. I managed and allocated a $300K equipment and supply budget and directed all aspects of supply chain, logistics and warehouse operations including operational planning, staffing, training, work quality and performance management. My leadership accomplishments included:☑ In this high-volume operation, logistics performance metrics such as cost per carton and earned value needed to be constantly monitored in order to identify deficiencies or recognize opportunity for improvement. My team was routinely ranked in the Top 5 of 33 distribution centers for productivity. ☑ When I took over the leadership of this logistics operation, it was overstaffed by 15 personnel and was meeting only 82% of its performance standards. Within 120 days, I identified the opportunity to reduce staffing by 30% and achieved 98% of performance metrics. However, this was also done while improving employee satisfaction rates by 20%. By keeping open lines of communication, clearly conveying expectations and standards and creating a collaborative team we had a highly functioning work environment with employees who were motivated and had high morale.

Bachelor Of Science (Bs), Psychology

Master Of Arts - Ma, Management And Leadership