David Conley Email and Phone Number

Oversee broker agreements and own $32M P&L at construction equipment manufacturing company while managing overflow department of Keen Assets trucking company. Lead team of 8 direct reports during time of exponential revenue increase, updating transportation management system (TMS) and company infrastructures to scale for growth. Created pricing structure to control asset movement and evaluate revenue per truck per day. • Boosted revenue by 10% to all-time company high, increased volume by 39% YoY, and expanded margins by 124% by implementing new systems enabling Keen to quickly process record number of transactions in 2022.• Amplified incoming revenue volume and momentum by developing days sales outstanding (DSO) process to improve accounts receivable turnover, enhance invoicing speed and accuracy, and verify product delivery.

Drove continuous process improvements in sales, operations, and accounting, leading 30-member team with 2 direct reports at internal logistics partner delivering brokerage services to Young’s Plant Farm. Led CapEx analysis to make well-informed financial decisions, direct $8M P&L, operate 3 transportation business lines, and allocate resources for equipment maintenance to improve safety and efficiency. Coached and developed employees for career growth and promotion, building loyal, engaged teams as respected servant leader.• Increased revenue 30% by obtaining millions of dollars in additional business to fill gaps in seasonal downtimes and provide year-round work for drivers. Converted seasonal sign-on bonus to safety bonus, inspiring high performance.• Built new scaled pay structure for drivers based on market analysis, incorporating tenure and raises to improve driver retention and satisfaction.Drove continuous process improvements in sales, operations, and accounting, leading 30-member team with 2 direct reports at internal logistics partner delivering brokerage services to Young’s Plant Farm. Led CapEx analysis to make well-informed financial decisions, direct $8M P&L, operate 3 transportation business lines, and allocate resources for equipment maintenance to improve safety and efficiency. Coached and developed employees for career growth and promotion, building loyal, engaged teams as respected servant leader. • Increased revenue 30% by obtaining millions of dollars in additional business to fill gaps in seasonal downtimes and provide year-round work for drivers. Converted seasonal sign-on bonus to safety bonus, inspiring high performance. • Built new scaled pay structure for drivers based on market analysis, incorporating tenure and raises to improve driver retention and satisfaction.

Recruited to orchestrate logistics of dividing transportation department into 3 companies at nursery delivering products to retail stores. Built out companies for asset-based trucking, non-asset-based brokerage, and leasing, establishing P&L and infrastructure for all 3 organizations. Standardized and modernized fleet of trucks to organize and reduce inventory.

Repaired relationship and reclaimed contract with Zentis food manufacturing business for warehouse transitioning into 3PL transportation company. Wrote training programs for all administrators and introduced Lean Six Sigma methodology to identify cost savings. Created new SOPs to amplify operations and service delivery, reducing DSO 20 days by streamlining invoice processes.• Trained staff on dispatching software and correct procedures to manage driving time instead of managing loads, creating efficient processes that increased productivity and revenue per tractor per week while decreasing hours.• Boosted team’s mile-per-week average from 500 to 3,000, increasing revenue and saving costs by reducing need to use outside carriers.

Oversaw team of up to 60 supervisors, drivers, and warehouse employees servicing distribution centers and making bulk deliveries to big box retail stores. Executed velocity studies and introduced KPIs to make data-driven changes in truck loading processes. Served as member of leadership team that selected new warehouse management system (WMS) and led implementation of WMS, maintaining operations during transition period.• Wrote TMS system to manage orders and reduce dispatch time to 2 hours, creating static routes to improve productivity and increase average daily miles from 380 to 500+.

Organized business planning and operations in transportation department to build consistent, productive workplace and lowered purchased transportation costs 17%. Established proper dispatching to improve productivity and sent out schedules from distribution centers to streamline delivery and receiving processes. Incorporated raw material backhauls into truck routes to efficiently transport cargo without any extra costs. • Saved $600K in 1 year by discontinuing expensive, nonfunctional dedicated carrier contract and negotiating contracts with multiple smaller carriers with better service.