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ESTES-EXPRESS, Baltimore, MD Terminal Manager 09/2011- present  Manage annual revenue of $25 million dollars; 2012 1st quarter profit of $137,000 compared to a loss in 2011 of $277,000; unprecedented 5 consecutive periods of profit, 12th-13th/2011and 1st-3rd/2012, for Baltimore terminal; 130 door terminal, 48 drivers, 600 deliveries, 300 pickup bills; Manage and oversee all terminal functions and an integrated staff of 110 employees, consisting of administrative personnel, dispatchers, drivers, dock men, and truck\trailer repair\maintenance shop;• Increased Pick-up & Delivery stops (P&D) per driver by 20% resulting in increased productivity and less returns; Reduced reportable Over\Shortage\Damage (OSD’s) exceptions from 3.2% to 1.65%, resulting in a 50% claims reduction; Increased reported Management score from 45%, poorest company score, to 71 % within 6 months; Significantly reduced returns by 85% in 1st four week period of 2012 from ~450 to a 65 resulting in considerable operational profitability;• Improved deteriorated rapport between labor and management staff;• Increased bills per hour (bph) on dock from 3.6 to 4.65 bph;• Developed new Industrial Engineering design to dock layout resulting in higher bills per date\hour-reducing dock hours; Reconfigured peddle runs to increase Pickup & Delivery (P&D) productivity; Assisted with securing two new national accounts in which each will generate net revenues exceeding one million dollars for 2012; and Trained, promoted and demonstrated safety ethics within the facilities to insure compliance for all OSHA and SOP’s; to include conducting monthly safety meetings, safety inspections throughout the terminal, and actively lead all accident and/or incident investigations

R&L Carriers, Baltimore, MDOperations Manager 01/ 2010 - 09/2011  Increased driver stops per hour in P&D operation from low of 1.19 to 1.43/hour; Reduced paid claims from 2.9% to 1.25%; Redesigned dock layout to increase dock production in 160 door operation; Redesigned all P&D schedules resulting in 17% improvement in productivity;  Developed role of hiring manager previously handled exclusively by corporate office; Responsible for day-to-day operations for 160 door terminal, 55 drivers, 700 delivery bills, 350 pickup bills; and Manage an integrated staff of 125 employees, consisting of administrative personnel, dispatchers, drivers, dock men, and truck\trailer repair\maintenance shop.

SAIA Motor Freight, Charleston, SCTerminal Manager 10/2008 – 01/2010  SAIA, a southern-based carrier with over $1 billion in revenue.  Terminal was experiencing substantial losses in customer base due to operational inefficiencies and poor sale results. In the fourteen months of employment as the TM, increased sales revenue 50% greater than historical profitability; Significantly improved in employee/employer relations; Restored customer confidence and trust by consistently following through on commitments with an emphasis on on-time deliveries and pick-ups; Decreased incidences of claims from 2% to .55% of revenue as well as labor cost reductions of 35%; and As TM, successfully and significantly achieved goals to increase revenue, reduce costs, re-establish customer rapport and motivate employees to be an integral part of the business process

Opened up this terminal from scratch when Spartan expanded into the Baltimore/Washington metropolitan area. The terminal as well as others in the Northeast closed.