Strategic PlanningConsultingData Science / Advanced AnalyticsLogistics

Recruited to turnaround and optimize distribution operations in a very complex business model. Operational lead for two primary business segments operating in 16 separate buildings in South TX, performing B2B distribution operations and light manufacturing. Successfully oversaw 50% year-on-year growth in 2020, resulting from acquisition of new customers. Developed integrated production planning and demand forecasting tools to successfully facilitate the growth.

Recruited to turnaround and modernize an overlooked and aged Logistics model. Responsibilities include inter DC / DC to store transportation, all warehousing and distribution operations, and home delivery and installation operations through a network of 10 regional Distribution Centers and 22 crossdocks.• P&L responsibility for $108 million operation across 32 sites.• Home Delivery contract renegotiation reducing delivery costs from $38 million annually to $30 million in the first year. Results will be reduced operating cost and improved operational flexibility.• Organization re-design with a focus on instilling a continuous improvement culture.• Reduced internal damages, by over 50%, while improving on time completion and customer satisfaction by 5% through improved data tracking, reporting and accountability.

Parent company for Famous Footwear, Dr Scholls, Naturalizer, Sam Edelman, Vince, and many more (formerly Brown Shoe Co.)Recruited as a pivotal / strategic Executive, tasked with modernizing and optimizing the Supply Chain network, and preparing it for future growth, with a focus on cost, speed and flexibility. Responsibilities include transportation, retail store distribution, direct-to-consumer fulfillment, wholesale and Omni-channel strategies for US and Canada. - Led an 18 month retrofit and expansion of a 500,000 SQ FT facility in Lebanon, TN, through adding over 200,000 SQ FT, upgrading the WMS, WCS and 85% of the material handling equipment while supporting ongoing operations - results will be increased speed, flexibility, capacity and reduced operating cost. - Led a facility redesign at the Perth, Canada Distribution Center which improved storage capacity by 30% and throughput by 50%, and resulted in the delay of a significant capital expenditure to expand the building size by 3 years. - Optimized the transportation network to reduce inbound and outbound shipment costs while improving service levels. - Improved the Direct-to-Consumer Fulfillment model from 6 day cycle time (order to delivery) to under 3 days as a cost neutral solution. - Introduced continuous process improvement techniques as tools to drive further improvements across different operations. - Highly aggressive organization redesign which focused on increased skill sets at the right time and the right place.

Recruited to lead the build-out and start-up of the newest 600K sq ft, fully automated, Gap inc. online retail fulfillment center in Phoenix, AZ. Responsible for the hiring, training, ramp-up, development of the leadership team, P&L responsibility, and key performance metrics.  - Established a lean six-sigma culture that focused on continuous process improvement which resulted in over 50% of the product handled having only "3 touches" in its life at the fulfillment center (receipt, storage, pick/ship). - After 12 months, recognized as the Gap inc. fulfillment center with the lowest cost, highest quality (99.99%), and fastest throughput rates in the network (2 hour expedited fulfillment; 4 hour standard fulfillment). - Pioneered many Auto Storage and Retrieval System (ASRS - Kiva Technologies) best practice refinements that were adopted as standard practices at other Kiva ASRS sites (such as Amazon). - P&L responsibility for $20 million operational budget.

Also at Blockbuster Distribution from November, 1999 to November 2000Responsible for planning production and logistics activities to support retail and online fulfillment through a main Distribution Center (850K sq ft) and 32 regional online fulfillment centers. Generated detailed business plans for new distribution and VAS activities, as well as analyze new business opportunities for strategic fit. Relentless drive towards continual improvement while focusing on strategic operational breakthroughs. Design and grow continuous process improvement culture and skill sets. - Developed innovative scheduling model using mixed integer programming techniques which increased system capacity by over 36% without capital requirements, while reducing annual labor by over $1.8 million through improving the product flow through the building (published research paper; patented). - Created demand planning tool which eliminated over 85% of the forecast error for replenishment products while increasing the planning horizon from 4 days to 5 weeks. - Created Decision Analysis team and intern program which performs supply chain R&D activities in an internal consultant environment.  - Built strong ties with local universities to maintain a steady influx of new best practices which were applied in practice. - Integrated capacity models with financial labor budget models to link budgeted expectations to planned activities. - Incorporated modern production planning methodologies into the normal processes to enhance accuracy and productivity (constraint based planning, statistical methods, process modeling, lean manufacturing, etc). - Achieved a 99.97% order fill rate through intensive system review and process improvement. - Reduced annual shrink by over 50% through implementing lean six sigma methodologies to derive and eliminate root causes. - P&L responsibility for $18 million operational budget.

Recruited to turnaround and modernize the distribution and supply chain operation through an aggressive organizational restructuring plan, while building lean concepts into the operational methods to prepare the operation for future capacity and throughput needs.  - Created budget performance model for a $7.7 million operation with P&L responsibility. - Installed the use of timed job standards for production areas. - Implemented a scheduling process to maximize equipment utilization and product throughput. - Incorporated a lean approach in the production and product distribution areas which improved unit accuracy from an estimated 80% to a measured 99%. - Restructured the quality department to imbed the quality process within the functional departments to reduce headcount and improve process ownership resulting in higher levels of quality. - Created and implemented an employee accountability policy to assist leaders in developing employees. - P&L responsibility for $7.7 million budget.

Responsible for the overall operation of a 360 man crew operating in a 360,000 square foot facility to include production operations, inventory control, quality control, shipping, receiving and facility upkeep. Also responsible for the training and development of 16 manager and supervisors; P&L and budget responsibilities for an $8.9 million operation. - Implemented new work schedules to increase production capacity by 50% and eliminate overtime without capital expense. - Implemented JIT production staging process that reduced staging time from an average of 36 hours to 12 hours. - Developed a highly responsive production scheduling process. - Improved production line productivity by over 30% through improved training and operational consistency. - Improved quality performance from a 3.0% to a 0.5% failed audit rate through restructuring of work groups and improving training. - P&L responsibility for $8.9 million budget.

Responsible for P&L, inventory, accuracy and service level provided to stores.  - Improved operating efficiency by redistributing freight within the warehouse. - Developed staffing models based on volume drivers and enhanced the hiring process to reduce turnover. - Created carrier evaluation program which improved services provided to the distribution center. - Led the orderfilling group to be recognized as one of the top three in the company.