Don Gregory Email & Phone Number

Atlanta, Ga, Us

Indianapolis, In, Us

In January of 2021, $21B Cox Automotive acquired Dickinson Fleet Services, strategically widening Cox’s reach in maintenance and mobile. Position currently reports to the Dickinson COO & leads divisional change management, due diligence, and post-merger communications. Pre-merger, role reported to the CEO of Dickinson, and was responsible for $20-40M in annual expenditures on trucks, heavy equipment, fuels, fluids, & general services. Dickinson was originally a private company that was purchased by a private equity (PE) holding firm after 22 years in operation.• Currently realigning vendor and supplier management strategy and post-merger contracts to scale to the new enterprise. • Purchasing 200 fuel efficient mobile trucks & 5 zero emissions service trucks to greatly reduce carbon footprint. (2021 purchases.)• Recruiting and hiring 12 additional staff to an existing team of 8 top performers who were retained post-merger. Pre-merger• Integrated assets from 9 acquisitions as the company grew from 350 to >1,000 people and tripled in revenue.• Developed and operationalized the purchasing network & formalized performance-driven vendor programs. • Re-organized purchasing and asset management to function as one profit center and one people organization. • Orchestrated new facility build—a major capital expenditure to support growth. • Increased fleet from 50 mobile trucks to 700 mobile units. Grew from 8 to 23 sites. • Set supplier pricing, SLAs, performance metrics, and renewal incentives. • Achieved multimillions is savings with performance and quality improvements

Us

Reported to the President and responsible for incrementally growing a business comprised of up to 6,000 fleet units and 35 terminals in the US and Canada. This role managed Dickinson Fleet Services 3rd-party provider contract with Allied Automotive—which led to being recruited by Dickinson owner after Allied bankruptcy. Directed and continuously improved fleet management operations—achieving optimal financial performance. Monitored spends, controlled costs & prepared, modified and administered the $100M procurement budget.• Developed and controlled $60-80M annual capital budget. • Managed $8M in energy costs across 23 US locations. • Led 22 direct reports overseeing assets, inventory, and procurement. • Co-developed inventory management system (IMS) side-by-side with highly collaborative CIO. • Communicated needs to CIO for the fullest possible achievement of an optimized IT ecosystem. • Led the digital transformation of the division to include various technology/systems integrations. • Executed 3-year energy conservation plan. Achieved 10% energy consumption reduction. • Integrated SmartWay program, achieving full compliance under extremely tight deadlines. • Led cost reduction strategies and supplier re-negotiations for $20M in tenure savings. • Realigned refurbishment program for total savings of $1M in new equipment purchases. • Achieved warranty savings of $1M per year. • Established supplier and vendor partner relationship guidelines & Master Service Agreements (MSAs).• Enhanced purchase ordering (PO) into a continuous process improvement driven system.• Transformed warranty, parts, fuel & refurbishment programs into highly profitable programs.

UPS fleet maintenance and fleet leasing subsidiary company serving commercial accounts in food service, CPG, & building and construction materials. United Parcel Service sold this (spin-off) entity 6 months before the formal UPS Initial Public Offering (IPO). Reported to the VP of Maintenance and gained/held full charge over parts, components, lubes, fluids, tires, and policy. • Hedged pricing to acquire wet barrels versus paper commitments—saving $5M in 5 years. UPS adopted this fuel purchasing system for its major divisions, setting an industry trend that has become standardized practice. • Negotiated warranty terms, failure rate extensions, & policy agreements with parts suppliers for 25% savings. • Managed $10M in inventory and assets. Adjusted rebate programs and pricing plans to save $500K per year. • Oversaw environmental compliance and reported to government authorities on all regulatory compliance.