Daniel P Falvo Email & Phone Number

Mid-Atlantic

Waterbury, Connecticut, United States

United States

● Drive creation of operations and growth strategy by partnering with regional VPs to develop overall vision and set strategic priorities, leading to growth of 11 to 26 regions and $44M to $133M in revenue● Implement cost rationalization and savings initiatives that more closely align operations and business unit operating models, resulting in EBITDA expansion from 18.8% to 21.5%● Manage implementation of new software, including multiple ERP upgrades, serving as the operations lead, while also creating custom Locator Logic utilized to improve overall operations● Negotiate national vendor agreements leading to cost savings of more than 35% for packaging materials, 20% for temporary labor and 15% for lift trucks ● Provide coaching and employee development to operations organization, leading to multiple promotions, including 3 regional operations managers and one regional VP● Create and implement best practices across all facilities and teams by collaborating with all levels of the organization, facilitating workshops to solicit input and developing overall handbook for all units

Pennsauken Nj

Developing, implementing and maintaining Warehouse best practices for 20 facilities across the US.

Recruited for a key leadership role to create and execute a strategic plan to formalize operations and position company for growth. Hired as Regional Operations Manager and promoted to Director of Warehouse Operations. Work with local operations managers on budgets, OSHA compliance, and DOT regulations. Oversee operating policies, recruitment, compensation, employee relations, professional development, and employee performance. Manage $42 million budget and help Regional VPs achieve operations budgetary goals.

Secaucus Nj

 Team Leadership: Recruited, trained, directed, and motivated a 40-member team. Created a cohesive team and changed culture to one of open communication and pride in workmanship. Maintained an 80% retention rate. Led department to #1 ranking for speed and transition to a new system. Expense Management: Reduced third-party transportation costs $100,000 through streamlined planning and reduced warehouse-caused exchanges from 2.1% to 0.5%. to Operate at 16.1% of revenue Inventory Management: Reduced idle inventory 50% in 12 months by developing and implementing aggressive inventory management and transfer programs. Achieved a .02 annual inventory variance for all four years. Results: Helped pull region from a $765,000 loss to $1 million in profit to bottom line in eight months; exceeded operations budget two consecutive years while concurrently increasing service levels.

Nj

Directed staff of 40 including Receiving and Picking Managers, coordinated flow of work with two other shifts to ensure goals were achieved and flow of goods were maintained at desired levels. Quality, operational, and morale issues were negatively impacting the daily distribution of 75,000 units. I directed a 40-member team that included receiving and picking managers, and I coordinated workflows with two other shifts.By implementing cross-training, I was able to increase productivity from 1,000 to 1,500+ pallets per shift. I decreased absenteeism 25%, improved morale, and decreased employee conflicts by fostering a team mentality.

Started as PM Receiving Manager and progressed to Delivery Manager & Stock Manager. Managed staffs up to 36 employees and coordinated work flow in a 900,000 Sqft facility with up to 12 other managers to accomplish daily goals for Federated Department Stores Furniture Division which included Macy's, Stern's & Bloomingdales for the Tri-State area.In this early role, I planned and directed 95 home delivery routes (3rd party) representing 20 individual destinations and 3,800 aggregate pieces of furniture and bedding. I increased productivity and dramatically cut absenteeism by restructuring the workforce, better aligning responsibilities, and implementing cross-training.