• Direct and manage Distribution, Customer Service, Inventory Control and Transportation operations in support of national sales over $100M. Improved Distribution processes to achieve a 54% increase in picking efficiency, saving $450K in annual labor expenses. Improved warehouse on-time performance from 24% to 74% six months post-hire. Collaborated on design and implementation of an OTIF measurement, and then used analytics to lock in results of 89% 2023 compared to 37% 2022 – 2024 YTD is 92.8%.• Outpaced a favorable inbound 22-23 container market by improving the forwarder bid-to-book process into a CPFR model. Moved containers at a consistently competitive rate and swapped out a non-competitive forwarder for a better one, netting in a $4.5M savings to budget.• Developed a metrics-driven continuous improvement process within all functional areas, driving improvements in Inventory Control (ABC counting to 99.56% accuracy), Transportation (routing time decrease 50%, release time 28% better) and Distribution (staging improved 2.6%).• Key Team Member for new business integration to WC Bradley, specializing in Logistics and Transportation operations. Project Manager for a warehouse consolidation project with cost savings exceeding $1.5M and a five-month execution window. Additional projects in transportation saving over $350K annually.

• Manage and improve Distribution and Transportation operations in support of global sales over $200M. Implemented a manning plan supported by Legal and HR to maintain Distribution Operations during COVID shutdown period – maintaining material flow and sales revenue. Enabled our Sales team to gain market share by demonstrating commitment to our customers. Adjusted shipping operations rapidly to focus on internet orders to quickly drive down open lines and maintain strong fulfillment metrics.• Effectively integrated the use of the Transportation and Warehousing modules of Microsoft D365, despite the limited capabilities of its TMS module. Created a more unitized Logistics solution which can meet the needs of Andis.• Completed installation and runoff of $270K labeling automation equipment project. Held manufacturer accountable to throughput goals during a difficult COVID challenged installation, achieved ROI of 18 months.• Developed a European Distribution strategy centered around a 3PL managed distribution center based in Holland. Sole resource on selection, design, business plan and justification. Warehousing, import and EU transportation would be reduced by 36% with a 21-month payback. Project deferred due to BREXIT and inventory shortages.

Provide capacity with best service and cost to JCI plants, customers, and 3PL’s. Manage carrier capacity to meet business needs and ensure carriers perform to JCI expectationsReduce overall JCI transportation costsManage primary acceptance & load coverage for optimal service and costWork with Lead & Core team on optimized core flow to fulfill tolling agreementsWork with carriers to build & improve relationships to secure capacity in support of our facilities

• Lead cross functional project teams to identify and implement cost reductions, improve service and productivity, and mitigate business continuity risks within Rockwell Automation Global Logistics arms.• Developed cost savings projects of over $700K in first year, while doubling the projected savings of another, adding another $450K. Created a logistics analysis toolset to standardize and accelerate projection ideation, launch and accomplishment by two junior Analysts in the department.

• Manage Logistics processes and transportation program development for $1.3B corporation. Manage all transportation contracting, selection and negotiation - using core LTL carriers, international freight forwarders and parcel couriers for $65M+ annual transportation spend. • Project Leader for creation of the Finished Goods DC; responsible for business justification, process analysis, software selection, schedule management, operational process design, project management, and transition to Operations. Commissioned and implemented 200,000 sq. ft. FGDC in only 374 days from hire date.• Specific Projects o Reduced freight as percent of sales 18%, saving $2.5M annually in successive years. Improved carrier selection methodology to incorporate operational and quality requirements with expense analysis. o Generated $800K+ annual savings through negotiated 3-year parcel contract. Realized additional savings after adding parcel brokerage; assisted in process design and testing to implement clearance automation. o Executed bid and implementation of a dedicated fleet program built around pickups and deliveries in support of manufacturing, warehouses and distribution center. Overcame lost savings from previous carrier’s bankruptcy by improving equipment utilization and competitive placement of low volume TL lanes to add $42K in new annual savings. o Developed program to consolidate multiple LCL shipments which created annual savings of $250K at four major overseas ports. Reduced LCL shipment count by over 70%, decreased lead time and improved flexibility.• Logistics consulting assistance to cross-functional teams and stakeholders; location siting, product launches and customer fulfillment programs. o Manage outsourced emergency order fulfillment in six cities for two customers, capable of rapid fulfillment of $7M consigned inventory. o Developed landed cost model for international transport and multi-country customs charges to pricing reviews.

Lead a team of six direct and 10 indirect reports in the sourcing, purchasing, production scheduling, receiving and shipping areas. Responsible for all supplier negotiations (raw materials, manufactured sub-assemblies, warehousing and domestic transportation). Generated turns improvement of 30% to reduce capital inventory cost while maintaining service level. Developed process to use ERP system for automating 80% of material purchases by integrating production schedule and min/max/EOQ calculations.

Started at Trane as Manufacturing Engineer and Supervisor for Centrifugal Final Assembly production area, then Cornerstone Compressor manufacturing.Promoted to Distribution Center Manager, La Crosse in June of 1998. Managed 180,000 sq ft service parts Distribution Center with six direct reports and up to 140 indirect reports. Responsible for $6M annual operating budget, consistently operated on plan or under budget by making quality and operational improvements. Improved on-time shipment and fulfillment rates for all levels of orders.Promoted to Distribution Operations Manger role in mid-2001; responsible for operations and performance for multiple Parts Distribution Centers (La Crosse and Memphis). Led team on analysis and business plan for combining facilities into a single National Distribution Center (this project was ultimately completed after my departure).Achieved Six Sigma Green Belt certification by improving the implementation plan and acceptance rate of a parcel transition - saving the company an additional $200K.

Provide Cryptologic support to afloat and ashore operational and intelligence commands. Leader for watch and underway teams involved in collection, analysis and secure communications. Coordinate with regional and national assets to gather actionable intelligence information for warfare commanders.NCTC/NSGD Imperial Beach 1990NSGA Ft Meade 1991NSGA Rota 1992-1995 (afloat USS Belknap/COMSIXTHFLT; USS Guam/COMPHIBRON TWO)Maintain TS/SCI clearance.