DLTS provides on-demand, on-site professional truck driver training, customized to each individual student, providing our clients with the safest and most competent drivers in the industry, at the lowest total expected cost per new driver.

Managed a National Master Freight Agreement (NMFA) for unionized trucking companies, and negotiated and managed “white paper” contracts for the unionized trucking industry.Selected based on excellent qualifications in labor union relationships and negotiations. Presided over general business operations, contract management, and grievance hearings to support the NMFA and International Brotherhood of Teamsters with 40,000+ members. Worked with union leaders and corporate executives to resolve union issues, served as a subject matter expert, and was appointed Chairman of the National Grievance Committee. Span of control involved labor union strategy and vision, grievance case preparation and hearing participation, labor union relationships, labor union contract negotiations, attorney collaboration, complex issue management, and consulting. Accomplished in conflict resolution, financial and budget administration, and Trustee selection for multiple pension and health funds.* Engineered a global settlement to resolve 2,300+ grievances resulting from NMFA leaders’ interpretation of the responsibilities of a utility driver. Decreased grievance expenses $350,000 and honored the terms of a negotiated contract. Leveraged mediation skills to reduce grievances by more than 200 per quarter.Deployed a plan that resulted in a $1.7 million savings in two years, and skyrocketed cash on hand to $915,000.Introduced a groundbreaking outsourcing strategy and identified numerous independent contractors capable of handling grievance issues. Company then provided 561 days of contractor activities to member companies, which enabled them to decrease staffing levels and not hire full time employees.Saved $240,000 after closing four regional offices. Elevated business to a new level by developing the first annual budget, creating financial reports for Board of Director meetings, rightsizing staff levels, and acquiring a powerful accounting software program.

Recruited by the SVP of Labor Employment and Assistant General Counsel due to long-term relationship with International Brotherhood of Teamsters. Hired during the merger of two large companies, and directed labor relations activities to benefit 38,000 union employees. Guided a 24-person field operations team on labor relations functions. Highly successful in vision and strategy execution, labor union leader and representative relationships, bargaining strategy development, attorney collaboration, contract language development, complex issue resolution, and operations and labor collaboration. Equally effective in change management, team building, organizational structure development, budget administration, project management, and employee downsizing events.* Co-wrote a comprehensive labor relations business plan and analysis that supported the merger of Yellow and Roadway labor organizations. Catalyst in saving $1.5+ million per year in labor management expenses and $800,000 in travel expenses.* Championed a labor relations initiative to merge the above-mentioned corporations with more than 38,000 union professionals and combined gross revenue of $7+ billion. Monumental project was finalized in January 2009.* Crafted a plan that merged non-union and union offices based on unit size. Strategy played a key role in the corporate merger moving forward and ending an impasse among decision makers.* Negotiated an administrative/clerical contract with leaders of Topeka, Kansas Local 696 that subsequently consolidated administrative operations and slashed payroll expenses 40%.* Principal member of a support team that negotiated a concessionary exception to a national contract which decreased wages 10%. Team was able to help save in excess of $150 million a year.

Managed an eight-state region with more than 1,100 truck drivers and other professionals. Held Profit & Loss accountability for an organization producing over $200 million in annual gross revenue.Saved over $4 million in overtime labor expenses by negotiating “40 and out” language terms with leaders of a local union. Recognized as the only location in company to maintain this degree of flexibility which had been integrated into a contract in 1994.Produced a $5+ million cost saving by decreasing labor expenses; results were recognized as the best in the corporation.Initiated a model facility in St. Louis, Missouri that supported new utility employee flexibility terms and paved the way for corporation to tap into the lucrative next-day market.Led a project that created a new service product to expand business in off-line areas. Product was adopted corporate-wide and captured over $20 million in annual business.Member of team that designed a labor staffing model that played a central role in elevating productivity 7% regarding pickup and deliver operations.

Leveraged leadership skills to decrease grievances and curtail payout by more than 90% at three distribution centers.Introduced a plan that enabled facilities to operate without any on-site managers. Groundbreaking benchmark was adopted by numerous other facilities, and helped save millions of dollars each year.Steered an event to transition from a network of more than 700 terminals to 340. Pilot project in Kansas City decreased terminals from seven to one, avoided negatively impacting operations, and accelerated customer service.

Turned around one of the worst performing distribution centers in the company. Leadership provided a platform for $3+ million direct labor cost savings in year one. Also, received a “Distribution Center of the Year” award.Used decision making and business analysis skills to generate $1+ million annualized savings regarding Workers Compensation expenses.