Earl Hunter Email and Phone Number

Working with LIRR on Business Process Optimization and Continuous Improvement projects. Documenting process for bringing their Enterprise Asset Management program on line in the Engineering Department utilizing INFOR EAM.

I have been successful in multiple environments including Class 1 locomotive operations, just-in-time hazmat product delivery, front and back office optimization. Full P&L experience with a large just in time hazmat delivery organization with over 200 employees and over 100 trucks, covering 42 operating locations in 26 states.Install and nurture safety culture in organizations, moving from last place to receiving the President's Safety Award.Experienced process improvement professional with certifications as a Six Sigma Black Belt and Lean Manager.I have the bandwidth to handle multi-functional teams with precise attention to detail, I drive projects for results and maintain an open line of communications between all levels of stakeholders.

I spearhead operations and train activities, manage finances, drive people management, strategic development and service planning processes, and oversee marketing and public relations while contributing these outstanding results: » Strengthened specialist productivity by performing as process improvement analyst and developing analytics detailing train performance» Enhanced skill sets by initiating training on latest technology» Heightened efficiency by 30% decreasing data input time by executing routine work processes» Adapted analytics and introduced reports detailing information attaining transportation and operational objectives of senior leadership» Launched innovative tool enabling leadership and team members to analyze passenger train performance by establishing user-friendly report building and customized analytics processes» Supported legal team and outside attorneys by developing defense strategy and defining methodology and analytics to contend with costly complaints

I drove crucial improvement projects, established metrics, conducted root cause analysis, and deployed continuous improvements and solutions to resolve production and transactional process issues while delivering the following exceptional contributions:» Realized $1M annual savings and decreased use of incorrect mileage values by 92% by introducing vital fuel settlement method» Enriched communications between teams and managers by initiating a regulated Terminal Locomotive Planning Conference Call process» Optimized field operations by utilizing EAM model and leading team studies across 5 large hump yard terminals while performing data analysis on movement of locomotives» Attained downward trend in locomotive terminal dwelling and contributed to $250M savings in operations by providing input and follow-up support to terminal, mechanical and transportation management teams and determining improvements pertaining to truck fueling, mechanical facility throughput and locomotives waiting

I was accountable for assets valued at $2B, provided oversight of locomotive assignments, developed locomotive utilization strategy, and directed and orchestrated terminal operations while achieving these remarkable accomplishments:» Capitalized utilization of locomotives resulting in phenomenal fuel savings of $50M by collaborating with unscheduled bulk group and creating a tactical locomotive strategy to optimize asset usage and attain customer needs and objectives.» Achieved 98% train coverage for loadings throughout the year by joining forces with coal department and division transportation officials and initiating a tactical plan to relocate empties to mines, ensuring continual day mine loadings.» Increased annual LOR by five percent and past due FRA quality inspection numbers by two percent through effective time management and successfully directing workflows and attending to conference calls in a swift and efficient manner.

I oversaw P&L of 42 terminals in 26 states, 7 direct reports and over 200 personnel while achieving these key results:» Received “$2M” Club placement on 2 occasions due to exceptional profit margin performance» Attained “most improved” safety record, presented with President’s Safety Award, and acknowledged across company as most improved transportation group by restructuring underperforming organization and driving strategic vision raising safety performance and awareness and introducing crucial reward programs» Elevated revenues by $1.5M by collaborating with customer reps and logistics design team, site visits, devising implementation strategies and securing contracts» Improved business opportunities and customer satisfaction by piloting projects and accomplishing 3 zero defect contract startups» Maximized driver retention and driver-hiring capabilities by representing all drivers in Fueling Group and employing an innovative approach, negotiating new labor agreement with Union

• Managed and coordinated a multi-million dollar airfield runway and taxiway modernization project. Zero impact on flying organizations project was completed on time, under budget.• Led interdisciplinary team in developing and implementing comprehensive standardized checklists for use by 49th Fighter Wing during peacetime and wartime contingencies. These checklists led to an over-all excellent rating for the Fighter Wing during an Inspector General (I.G.) evaluation. The I.G. was impressed enough to implement these checklists throughout Air Combat Command.• Tapped by headquarters as a “fixer”, placed in leadership role in two “broken” facilities and turned both around with them becoming best in command.• ICBM Missile Launch Officer, Weapon System Instructor, Emergency War Order Instructor