• Lead a team of 250+ that consists of package handlers, low- to mid-level managers and administrative professionals including 15 direct reports. • Designed and implemented a business strategy to add a new station to the FedEx network; resulted in efficiency improvements in two different buildings and increasing production by 30%. • Streamlined workflow using QDM/LEAN concepts in employee work areas to modify material handling, providing more efficient processing and reducing two FTEs at an $80,000 saving annually to the company. • Initiated multi-million-dollar maintenance project to address poor safety conditions of station yard; completed root cause analysis and researched permanent fixes to show annual accident reduction of 50%.• Recognized trend based on data gathered that showed reprocessing of packages within the metro (linehaul cost reduction); implemented QDM/Lean to eliminate waste in the system.• Tasked with reducing package handler turnover from 300% to 150%; adherence to roster controls, increased engagement and communicated company policy to reduce to 123%.• On-time service monitors the timely arrival of packages to the customer; lead a team that improved overnight service from 97.1% to 99.2% over the course of three months.• Policy compliance (Business Control Self-Assessment: BCSA) needed improvement; developed a system of double checks to increase compliance score seven points to 98%.• Tasked with aligning zip codes (some shared) for every contractor within the service area; live demonstrations to show process improvements that reduced cost and lead to 100% zip code alignment.

Led a team of 300+ contract and full-time employees including ten (10) direct reports.Team included package handlers, low/mid-level managers and administrative professionals.As a senior leader, focused on training daily objectives for Sort Managers including KPI follow-up, policy enforcement, conflict resolution, HR functions, team engagement, and overall completion of sort tasks.Five Star Award Winner: Highest and most prestigious award at FedEx for team members who raise the bar for all employees.Recognized for being customer-obsessed, always asking what’s next and forever going the extra mile.On-time service monitors the timely arrival of packages to the customer. I lead a team that was struggling to hit the 99% KPI goal.Created visibility through service walks that helped bring understanding and accountability to how one package matters. I created the daily check off list and then modeled the way by guiding/ teaching the team through completion.Overnight service improved from 97.1% to 99.2% over the course of three months.The sort team did not finish on time because of unnecessary steps at the end of the night due to larger IC (incompatible – up to 150lbs) packages taking longer to process. I set up an engineering plan to work all ICs throughout the sort, which decreased the wrap up time.Sort management would use TMS data (can monitor what type of package is in a trailer) to ensure heavy IC trailers were worked earlier in the shift. Sort management would adjust dock staffing to focus on IC belts earlier in the night to decrease the number of ICs later into the shift. It takes longer to process the heavier packages because less automation is present.Goal was to have less than 1000 IC packages on the floor at the end of the night. To decrease labor hours, based on packages processed I increased our productivity from 88.5 to 105.

Led a team of 40+ contract and full-time employees including six (6) direct reports. Team included package handlers, low/mid-level managers and administrative professionals.As a senior leader, was accountable for facilities operations and compliance.Worked with contractors to deliver daily volume through data plots and customer service support.Trained Sort Managers and provided ad hoc support as needed.Training is an important aspect of management development. Many employees lacked certain leadership skills. Developed a training plan that introduced Percipico training into their weekly tasks. Training topics included team leadership, delegation, and how to have difficult conversations.Resulted in increased engagement of low to mid-level managers and reduced turnover.It also increased managers’ confidence in their leadership skills with improved overall team morale.Policy compliance (Business Control Self-Assessment: BCSA) was always an issue in Dodge City.Created a system for double checks on tests and created team huddles to review business process to ensure compliance.Improved facility’s compliance score seven points to 98% - the best score the site ever received.Tasked with aligning zip codes for every contractor within the station. Some contractors shared ownership of each zip code.Taught myself how to cut the zip codes with ArcView. Created individual meetings that showed efficiency improvements and cost reductions based on owning one zip code per contractor.Resulted in being the only station with 100% zip code alignment company wide.

Led a team of 100+ contract and full-time employees including 15 direct reports.Team included package handlers and low/mid-level managers.Implemented daily stand-up meetings for the Operations Managers that laid out the pre-sort daily plan for safety, projected volume, attendance rosters, previous day achieved metrics, engagement topics and follow-up throughout the day.Led team to achieve proper delivery of packages based on six key metrics; Load quality (cubes), TLH (productivity), scanning compliance, rehandle, service and misloads per trailer.Created a trio system for unloading trailers that added 10 pts of productivity to the dock.Paired three employees together and engineered the three employees to have breaks while never losing throughput.Work with Linehaul Operations team to ensure proper dispatch and arrival of trailers.Focused on dock line up and cut times to increase safety and service metrics. Faster cuts increased return time by 10%.