Reports to the VP of Operations and Supply Chain (vacant) while providing strategic input and tactical execution in support of 278 sales branches(s) with oversight of two distribution facilities totaling 850,000 sq. ft., 2 salaried direct reports, and 300 indirect reports.•Works alongside regional and division leaders on issues such as: distribution, inventory, transportation, etc.•Reduced overtime by 6.1% ($489K) in 2022 and drove it down another 1.1% ($82K) in 2023•Decreased safety TIR and near misses from 5.5 to 0.5 in 2022 and 2024•Increased on-time shipping from 95.2% to 99.6%•Improved order accuracy from 96.4% to 99%•Boosted order completion from 95.6%o 99.1% •Consolidated weekly shipments for the smaller branches to biweekly shipments which will be an annualized freight savings of $356K and a labor savings of $45K for 2024. •2024 reduced the inventory shrink (one facility) to below .5% (dollar value) and maintained a less than 1% error rate on outbound shipments, eliminating the facility from the annual physical inventory.• Owns all driver safety, FMCSA, DOT compliance, driver logs and hours of service. Accountable for on-time deliveries, equipment utilization, idle reduction, driver load dispatch assignment, and load optimization.

Reported to the Chief Operating Officer while providing strategic input and tactical execution in support of multi-hospital Division(s).·Led the largest DC in the network which did more volume by 30%.·The only DC to service 2 divisions.·Increased the fill-rate from 95.1% to 98.5%.·Reduced overtime by 4.2% or $564K annualized.·Reslotted and reracked the warehouse which created more than 350 pallet locations. This helped dissolve a 3PL warehouse which saved $216K annualized. ·Serviced 33 hospitals/surgery centers 6 days per week with surgical/medical supplies, medical devices, and pharmaceuticals.·9,100 lines per day medical/surgical supplies, medical devices, and 4,800 lines per day of pharmaceuticals.·Managed $51MM of very fluid inventory.

Reported to the Vice President of Operations while overseeing over 50 salaried/hourly direct reports and over 200 indirect reports spanning seven warehouses totaling 1.8MM square feet.  •Oversaw the most complex ecommerce and traditional distribution clients.  •Lead Operations Managers to make process improvements within their facilities including shipping, receiving, storage and kitting.  •Worked with Quality Team on ISO, Food Safety, Safety and Housekeeping.  •Tracked and reported on process changes daily, weekly and/or monthly.•Monitored work with the goal of continuous improvement including efficiency improvements and cost savings.  •Major KPI’s include dock to stock, inventory shrink, safety, and on-time shipping.•Conduct analyses relating to sales, volume, payroll, employee turnover, capital expenses, and other operational issues•Evaluated and recommended improvements to material handling system, methods, and procedures to achieve future capacity and growth requirements.• Owned all driver safety, FMCSA, DOT compliance, driver logs and hours of service. Accountable for on-time deliveries, equipment utilization, idle reduction, driver load dispatch assignment, and load optimization.

Reported to the Senior Director of Operations while overseeing 10 salaried direct reports, and 627 indirect reports in a multifacility complex totaling 1.5MM square foot with 7 miles of conveyor systems. Managed P&L of greater than $500MM/year and supporting store sales of $1.5B/year. • Major KPI’s include dock to stock, inventory shrink, safety, and on-time• Achieved dock to stock by end of every shift from 95% to 100%• Increased KPI of cases per hour from 46.5 to 49.3 with a goal of 50• Decreased overtime from 15% to 9% prior to the coronavirus pandemic• Develop and implement all short and long-range plans that achieve expected and measurable results• Conduct analyses relating to sales, volume, payroll, employee turnover, capital expenses, and other operational issues• Evaluate and recommend improvements to material handling system, methods and procedures to achieve future capacity and growth requirements• Coach and mentor team to grow and develop their career pathing

Reported to the Vice President of Operations while overseeing 2 salaried direct reports, and 500 indirect reports across 2 facilities while based in a 1.1MM square foot facility. Managed a full P&L of $200MM/year.• Major KPI’s included safety, order accuracy, on-time shipping, and order completion• Decreased safety TIR from 9.7 in 2018 to 2.8 in 2019• Increased order accuracy from 96.7% to 99.33%• Drove up on-time shipping from 89.8% to 99.819% • Boosted order completion from 99.1% to 99.86% • Monitored all receiving/shipping of product and inventory consisting of 60k SKU’s• Heavy usage of voice pick, RF’s, conveyors, sortation systems, light directed technology, and carousels• Saved over $819k/year (9.25%) in labor spend through cross-training and metrics implementation

Reported to the Regional Operations Leader while overseeing 2 salaried direct reports, 220 indirect reports, and 40 drivers across 2 facilities while based in a 608,000 square foot facility. Managed a full P&L of $450MM/year.• Major KPI’s included utilization, routing, inventory accuracy, and shipping accuracy• Developed, led, and implemented strategic and tactical objectives • Developed policies and procedures for shipping, inventory control, receiving, and storage of product• Owned all driver safety, FMCSA, DOT compliance, driver logs and hours of service. Accountable for on-time deliveries, equipment utilization, idle reduction, driver load dispatch assignment, and load optimization.