Playing a crucial role for Titus as a long time senior leader. Managing operations and working with the senior team to set the strategy, align the organization, lead the top team, and being the primary face of the company to our external stakeholders.

• Operational leader for $31 million, 95 truck, 150 driver, petroleum hauler in Northeastern Pennsylvania in high growth mode. • Direct management of customer service and logistics functions for legacy-based company tasked with providing improved service cost-reduction strategies, and elimination of redundancies for the current business.• Oversee day-to-day operations in order tracking, operations, facility management, shop activities and customer service.• Assist front line Departmental Managers in the implementation of seasonal work, forecasting and customer requirements.

• Accountable for operational performance of fast-paced $100 million full-service logistics provider addressing client supply-chain challenges through multi-mode approach utilizing: Intermodal Rail Service (UP, CSX, NS, CN); FTL/LTL Brokerage; Warehousing; and Private Fleet.• Restructured organizational responsibilities and streamlined work processes, enabling the organization to decrease overall headcount by 21% while doubling EBITDA. • Executed comprehensive financial analysis of pricing sensitivity, resulting in competitive market pricing nationally. • Challenged to orchestrate long-term strategic plan through acquisition integration, internal reorganization, and logistics industry evolvement. - Introduced a centralized model for pricing function managed by Operations to support rapid growth from Sales unit. - Gained returns beyond expectations by pressing staff to perform, while also supporting the management team during change management initiatives.

Senior Manager responsible for retail business accounts of Fortune 100 customers totaling $105M in annual sales and $15 million in Shop Maintenance activities throughout the United States. • Central to strategic planning process was ability to envision overarching corporate needs, prepare the way-forward picture. Set and held staff accountable to priorities and deliverables. • Rescued a struggling operation with declining revenue and lagging employee motivation to long term viability. Championed in-depth root cause analysis and benchmarking of key metrics. • Initiated multiple process improvements for work instructions, posting results for employees and drivers—creating a visual validation of process improvements. - 23% reduction in labor costs while improving customer operational coverage.- History of success. Led sales initiative closing four (4) new customers during ninety (90) day period. - Expertise in analysis and deployment. Provided 18% overall reduction in billing/invoicing errors.- Rolled out new Employee Training Manual and Driver Orientation Process. Contributed to Safety and Compliance improvement, enhanced terminal workflows.

• Accountable for twenty-four (24) multi-site terminals for customers handling general freight commodities/food/beverage for retail grocers, suppliers and shippers. $175M in divisional accounts including full P&L responsibility. • Fast-track progression to senior-level operations management of multimillion-dollar business units with multiple service lines. • Challenged to turnaround non-performing operations - affected a successful culture change throughout division.• Supervised three hundred employees in terminal operations. Held full P&L responsibility (budgeting, sales and asset management planning). • Tasked with new service offerings for customers and implementation - continued growth - of existing service portfolio. - Built sales from $72 million to $135 million in 2006. - Developed and successfully closed on seven (7) major customer accounts with multi-year terms. - Cut service failures with on-time delivery percentage through roll out of lean concepts and standardized processes.

Fulfilled multiple roles for international retailer. Managed pricing, distribution and transportation activities. • Progression through multiple management levels. Assisted in managing multiple DCs, transportation resources • Executed strategic management initiatives and oversight of 3rd-party transportation and in –house traffic department