 Oversee 60 employees on 2 shifts and responsible for all facets of departmental production including cross-functional communication including daily meetings, employee issues, safety, quality, efficiency and schedule adherence. Significant accomplishments include:o Promoted twice in 2 years, noted for having a ‘bias for action’ from Director of Mfg.o Reducing very aged non-conforming material issues 87% in 1 month and keeping quality issues current o Partnering with Engineering to make immediate and sustainable work center improvements including equipment upgrades and work center layout o Improving employee engagement survey satisfaction index 52% o Engaging with maintenance team to significantly reduce machine or workstation downtimeo Facilitate daily huddle meetings with upper management and report out KPI’sWeekend Production and Facility Supervisor • Worked Fri-Mon and sole supervisor on site for entire facility on Sat. and Sun.• Monitored up to 7 departments and upwards of 50 employees • Successfully reduced downtime due to immediate and aggressive response to system and facility issues Warehouse Supervisor Responsible for all receiving, put away, picking, inventory and packing of items to ship to internal and external customers Shift staff throughout the day as needed to meet daily workflow needs  Hold daily team meetings to discuss workload and strategy

 Managed the Shipping and Receiving dock operation to ensure the smooth function of the of the inbound and outbound processes Worked with department supervisors to prevent bottlenecks and facilitate smooth flow in downstream work areas and processes

 Total Distribution Center Management, team of 25, including 2 supervisors reporting to meo Workflow Management: Constantly monitored processes and upstream and downstream workflows such as Receiving, Pick/Pack and Shipping to balance center capacity and reduce bottleneckso Workload Distribution and KPIs: Distributed, oversaw, and assigned daily workload to ensure KPIs and Metrics are met for Safety, On-Time Delivery, Labor Expenses, and Productivity o People Management: Interviewed, Hired, Trained, Coached/Counseled/Progressively Disciplined including termination  Held Daily team meetings, including Safety Topics Key Accomplishmentso Contributed to total turnaround of existing operations as noted by VP of Operations: Internal customer satisfaction score raised from 52% to 99.7% Initiated cross training of employees for daily flex of resources Consistent clearance of backlog orders to maximize revenue and cash flowo Highly regarded as the ‘Go To’ Manager across departments, including VP level

 350K sq ft distribution cross dock facility-managed two groups o Receiving and Putaway operation – up to 35 inbound truckloads per dayo Supervise Vendor Consolidation – backhaul inbound and outbound shipping, flow through up to5,000 pallets per week Serve as Lean Projects Leader. Work with facility management team to find opportunities for continuous improvement and increased productivity gains. Current projects in progress include:o Shortening the pick path in two areas based on SKU velocity, increasing productivity 25%o Smart-stacking pallets to minimize restacking/rebuilding, reducing labor hours to ship, saving $50K annualizedo Creating ‘passing lane’ dual pick path, allowing for increased productivity of different sizes of items, charter and scope created, execution and validation to follow

 Supervise Warehouse operations for this 60MM dollar company owned branch, including P&L responsibilityKey Accomplishments  *Warehouse layout optimization: studied the flow of product in the warehouse footprint and minimized handling 40% utilizing Lean, 5S, Kaizen, and Gemba in receiving, assembling, picking, returns/ nonconforming and shipping areas *Established SOPs, processes and controls, daily checklists and cross training to streamline operations and mistake proof daily work flows to accommodate the large increase in sales volume and commensurate velocity in the warehouse *P & L Management and deep dive analysis of operations: already over $100K+ projected savings for upcoming fiscal year through vendor base management and negotiations, correcting purchasing patterns and inventory management, monitoring and ruthlessly removing any unnecessary spending.

Reporting directly to the General Manager, I manage service center operations and support customers and the service team pre-sale, point of sale, and post-sale. This is a multi-aspect role that encompasses both service management and leadership and coaching of the CSRs.  *Total operations responsibility to meet/exceed P&L objectives by meeting customer and shipment metrics, including time to fill, expediting orders, and quoting *Assist account managers in the prospecting & identification, acquisition, and retention of customers *Manage inventory, receivables, expenses, and profit/loss accounting *Interview, hire, train, and develop service center personnel *Ensure that existing customer relations are maintained at a high level, including visiting customers on site *Utilize key metrics and KPIs to evaluate and recommend best practices for operations *Manage vendor relationshipsKey Accomplishments: *Reduced Accounts Receivables Past Due as a per cent of total receivables from 50.51% to 26.1%, reducing one major national account with a six figure past due balance by 95.8% *Decreased A/R carrying charges 81.8% *Drove down Days Sales Outstanding (DSO) by 48.5% from 87 to 45 days *Increased inventory turns 57.2% *Reduced Inventory carrying charges 30.1% *Lessened order entry/billing error rate 75%

Customer service and consultative selling where I can truly help customers who don't know much or very little about cars are my number one priority. I am very passionate about building relationships with our customer base, which are built on trust. I operate with the utmost of integrity and want my customers to never even entertain the notion of going elsewhere to get help with their vehicles.

 Simultaneously led 10 to 15 complex and significant cost save and innovation projects for Hillshire Farm®, Jimmy Dean®, Ballpark® and Sara Lee® brands, some project teams up to 40+ members Key Accomplishments:o 100 SKU, $12MM annual cost save major project that involved plants geographically dispersed and met all milestone and launch dates. Received recognition from the CEO of the company.o Reformulation of major product line for government-mandated school nutrition requirements program that avoided $15MM in lost year over year annual revenue