Provides leadership and support for fleet operations across the Interstate Batteries system. Centralize and manage all aspects of a fleet management program with direct responsibility for all company-owned and leased fleet equipment at over 40 locations across the United States and Canada with annual operating costs of $67M, in addition to supporting over 200 independently-owned Distributors in their fleet management needs.• Optimized fleet; resulted in $1.8M in capital cost avoidance, reduced deprecation by $300K annually • Outperformed FY23 capital budget spend by $800K w/ redeployment, optimization, & creative sourcing • Directed development of first Total Cost of Ownership & Utilization Models; first time captured at enterprise level; data contributed to route optimization planning & standard work development at field level• Developed company owned Fleet’s first SOPs around fleet maintenance and use of telematics (Geotab)• Collaborated with Safety & DOT functions for new telematics & camera solutions RFP & pilot program to increase driver safety, reduce fleet incident rates & liability, and enhance management visibility of routes• Support supply chain transformation team as SME in fleet and logistics as they onboard transportation 3PL

Lead a team of 4 geographically separated direct reports and a Fleet Management Company in providing strategic management of 2,500+ trucks, trailers, and material handling equipment assets for 330+ locations in 14 states; $20M+ in OPEX (fixed & variable) and $5M in CAPEX. Develop / standardize practices, procedures, and policies for best in class distribution operations while optimizing operational efficiencies and utilization of fleet assets and logistics to support division operations.• Manage and influence strategic life-cycle, replacement, and sourcing planning of fleet assets • Improved Distribution OPEX by $4M through net reduction and/or redeployment of 1,000 assets• Consolidated dept. workload & manpower requirements from four regional companies into single dept; $225K savings; standardized processes/procedures, reports, KPIs, and budget for four regions• Led and influenced strategic contract pricing negotiations to improve tactical spend, expected to net 10% reduction in fuel and maintenance expense & reduce 3rd party vendor count from 500+ to under 100• Consolidated 3rd party carrier logistics for four regions; improved service response and reduced cost 25% • Improved operational efficiency; increased load per shipment, reduced non-drive time, optimized routes• Maintain relationships w/ 3rd Party Fleet Management Company, OEMs & up-fitters, fuel & DEF vendors, external maintenance & tire vendors to ensure they maintain contract requirements and service standards

Functional expert and strategist for company’s largest Hazmat fleet of 1,100+ units at 145 branches in five states. Directly influenced decision-making of $10-12 million in annual OPEX and $1+ million in capital expenditures.• Improved Key Performance Indicators (KPI) through diligent analysis, metric focus, & process improvement• Improved asset life cycle process, leveled costs, increased resale revenues by $326K (100%)• Negotiated national contracts for standardized service and rates across multiple business units• Developed/implemented asset replacement strategy, reduced avg fleet age by 2 years, reduced annual OPEX by $264K while reducing and/or minimizing annual lease costs• Hand-selected for corporate development teams to improve asset management and utilization through GPS tracking, on-board computers, route optimization, and metric analysis and improvement• Go to fleet manager for Division President; managed fleet projects across four regions covering 14 states

Oversaw fleet operations, maintenance, and Hazmat/DOT compliance and safety of more than 1,050 units for 140 cost centers in five states.• Lowered operating expense through careful accrual management, process improvement, and maximizing warranty coverage• Decreased overdue preventative maintenance by 97% and achieved less than 1% OOS DOT inspection rate for five years due to hard line oversight.• Reduced fleet size by 25% while maintaining requirements through careful analysis and redeployment of underutilized assets• Reduced regional annual costs by $175,000+ by realigning forklift preventative maintenance intervals; plan was adopted companywide for increased savings

• Safeguarded 95% on time parts fill rate through stringent quality assurance of $1.4M Logistics Services Contract • Saved $100K in annual costs by closing the base Individual Equipment Unit as part of a LEAN initiative• Improved process flow, boosted efficiency and enhanced work environment by steering a warehouse storage redesign

• Developed & executed supply chain management of $13M in ammunition/weapons for Afghan National Police (ANP)• Establish distribution tracking plan for 7.5M+ rounds & 12K+ 9mm hand guns for Afghanistan Ministry of Interior• Logistics expert; distributed 330 trucks/ 125 conex ($20M in assets), organized and commanded 10 convoys • Provided key insight into design of five Regional Logistics Centers ensuring long term support for the ANP

• Directed day-to-day operations, maint, utilization & rotation of 700 vehicle fleet valued at $23M for 23 base orgs • Ensured rapid support of 4K+ aircrew trans requests with 6-min average response time, crushing goal by 4 min• Increased vehicle-in-commission rate from 81.6% to 96% surpassing the command standard by 6%• Proactive leadership crucial in obtaining vehicle down for parts rate of 0.4%; lowest in the command

• Program / Project manager for multiple programs resulting in coordination with up to 26 organizations simultaneously• Achieved #1 program in command through meticulous management of a 5 base $23M War Reserve Materiel Program • Increased asset use, decreased storage cost through masterful redistributed of $436K in WRM to new storage locations • Developed Air Force benchmark Expeditionary Site Planning (ESP) program with acute attention to detail in planning

• Cut personnel processing time by 50% with new deployment out-processing procedures; implemented base wide• Create streamlined, superior Installation Deployment Plan by directing a much needed overhaul of dated 215 page doc• Reduced in theater discrepancies from 30+ personnel for each of the previous six months to zero for last 4 mths

• Managed team in evaluating, planning, & executing deployment/reception plans for 396 personnel & $525M in assets• Close scrutiny of $1M budget (P&L) turned $250K deficit to positive balance of $20K; secured add’l $80K in 4th qtr• Multiple best practices benchmarked for all other unit’s deployment processing; standardized base processes

Basic Training as a Navigator for in-flight operations.