Responsible for project management of short- and long-term marketing projects across a wide variety of B2B and B2C clients in the US and abroad.• Set up, implement, maintain clients in MS Project Management system• Manage a team of internal employees and external contractors• Implement Salesforce CRM for various B2B clients• Liaise with clients and manage implementation of applicable operational procedures• Monitor client costs & profitability and make recommendations regarding resource allocations

Responsible for merchandising, and maintaining inventory for home goods and lawn & garden departments.• Maintained optimal departmental inventory levels in conjunction with storewide "reset" and relocation into a 220% larger new facility. Role included merchandising, sales, customer service and providing feedback and merchandising consultation. • Responsible for receiving replenishment inventory into POS system.

Responsibilities included merchandising, sales, customer service, and providing feedback to buyers for children’s department in an 80,000+ square foot sporting goods store with department sales of $6,000 to $10,000 daily. • Responsible for providing formal and informal feedback to buyers. Primary department interface with specific vendors for warranty issues and special requests.

Assisted in designing management system for After Sales group within Global Customer Logistics Division. Built consensus with regional managers on determining best business practices. Prepared and revised standard global procedures in alignment with other business units for critical management tasks including managing program changes, customer complaints, customer reviews, and program hand-off from sales. Responsible for maintaining and updating management system on a continuous, controlled basis as improvements were identified and agreed upon.• Regularly led other Business Units on ISO 9000 preparation in the United States as measured by quality management groups preparedness index.• Gathered data from multiple sources for detailed pivot table performance and volume reports and financial data reports for analysis prior to distribution direct to Hewlett Packard and Agilent. Modified procedures, queries, parameters, etc. as needed.• Assisted Senior Management with identification of primary business procedures for DANZAS / DHL DPWN integration during GCS Implementation and Program Management Workshop.

Assured project success as defined by executive management for major projects in reorganizing the Sales and Marketing group and implementing SIEBEL 7.0, a customer response management (CRM) system. The project impacted a sales force of 460+ employees in the United States with annual costs of $34m. The project was anticipated to increase revenue for DHL in excess of $120m annually from Y2000 assuming the same annual costs. Major project deliverables included the design, and installation of a functional CRM system and the re-engineering and implementation of sales team processes and roles and responsibilities.• Created and maintained project planning and management documentation including project definition / initiation documents, project plans, project quality logs, issue lists and risk analysis logs. • Managed projects to ensure project deliverables met defined acceptance criteria and were produced within stated tolerances for scope, time, and expense.• Liaison between Project Director, DHL project staff at corporate and IT services offices, and 12-member vendor team assigned to project as part of $1.7m implementation contract.

Primary liaison for the various groups within the United States logistics division on matters related to quality and performance.Prepared recommendations to executive management on the design and implementation of a quality system which would continuously improve the logistics division ability to service customers.• Wrote Worldwide Express Logistics quality system business specifications and draft quality manual to ISO 9001 2000 standards. Worked with After Sales and Operations groups to review, improve, and map business processes. Maintained, controlled, and revised all end product operational work instructions. Created and controlled customer specific work instructions template and controlled and distributed critical department documentation including customer master files.• Created additional operational performance measurements and improved accuracy and reliability of existing metrics utilizing Sigma Six methodology to sort and identify performance trends based upon account.

Managed continuous performance improvement efforts at a $1.6 billion global logistics services provider for major global account. Measured and improved global performance in air and ocean freight forwarding, customs clearance, and EDI services. Managed client relations and coordinated quarterly performance review meetings with customers’ primary logistics managers. Ensured proper corrective action was completed for all customer complaints and non-conformances.• Ended pattern of major service failures that were occurring during critical peak volume seasons. Performance rating from customer was upgraded to “satisfactory” in Fall 2000 from “less than satisfactory” during two previous years. • Successfully managed new business transition and implementation projects for New York and Atlanta offices with no major service failures or customer complaints. New York branch successfully absorbed volume increases in excess of 300% as new 1.5 million square foot Old Navy distribution center began operations.• Managed development of management exception reports on global intranet. Reports provide quick and accurate live data updates from all origins eliminating need for reports from each office. Delays can be instantly identified while cargo moves through 7 critical stages of the supply chain pipeline.

*Improved service performance and implemented new safety and security program at multiple facility branch of over 140 employees. *Managed branch performance in competitive company-wide Total Quality Management program*Presented results to all branch staff in monthly branch meetings. *Regularly conducted process and performance test audits for all services.* Coordinated official audits by corporate auditors.Responsible for ensuring branch compliance with ISO 9000 certified quality standards. Managed branch non-conformance and customer complaint database. Coordinated and chaired monthly quality management review meetings for all managers at branch. Maintained branch supplier list. Responsible for ensuring all branch employees complied with training requirements and provided training for branch employees and managers on company quality processes and requirements. Ensured branch compliance with OSHA, state, and local legal requirements. • Led Seattle branch to receive its first Global Quality Branch of the Year award out of 109 offices in program. This objective award is the 2nd most honorable award in the company, and is awarded to the branch with the highest performance over the course of the year in 15 critical performance categories.• Branch-wide audit score for Overall Quality was up 5.6% to 99% in 1999, which was 2nd highest score nationally and far above the 74% median.• Wrote and implemented procedures for facility safety and security for office areas and 600,000 square foot warehouse incorporating new corporate requirements. Safety and security audit score of 96% was among the top ten highest scores received in North America.

*Created Process and Procedure Manuals for Seattle Branch Inland Services Department.*Documented all procedures and completed Process Mapping with VISIO.*Created operations forms as required by Code Of Federal Regulations 19 (Customs Duties) and CFR 49 (Transportation)*Reorganized all department documents and procedures to ensure compliance with ISO 9002 standards as branch went through initial ISO certification process. *Wrote North American operations manual while serving term as Audit and Specification team leader. *Managed operations for all special or unusually complex shipments and all International surface shipments.

*Managed inventory and order fulfillment for Seattle’s Best Coffee account. *On-forwarded in bond ocean import cargo and ocean cargo for export. *Processed time critical shipments using air and express ground carriers.

*Maximized profitability by creating full truck manifests with consolidated outbound cargo.

*Coordinated Less Than Truckload (LTL) consolidations wherever possible.*Corrected any major service failures with immediate next flight air service.