Plans, leads, deploys and supports the technical evaluation of new and existing systems. Manages the support and maintenance of the technological equipment for FedEx and its customers. Ensures coherent hardware service support is implemented and executed to ensure the organization meets departmental and corporate objectives. Key Accomplishments:• Consistently managed the most robust business unit in the organization. Annual hardware repairs exceeded 100K units spread across 13 different technologies comprising approximately one-third of all organizational repairs while achieving a 91% service level and a quality failure rate less than one-half of one percent.• Led the development and co-facilitation of a quarterly executive level engagement forum consisting of C-Suite FedEx leaders engaging front-line and director level management attendees on corporate strategies, performance, and future initiatives. Harvard Business Review articles on Managing People, Leadership Strategy, The Essentials, Managing Yourself and Change Management served as the basis for discussion.• 2011 recipient of the coveted FedEx Five Star Award.• Managed business unit budget variance report (P&L) performing due diligence actions to keep revenue and expenses aligned with business performance goals.• Led multiple quality action teams focused on business expansion, process improvement and waste reduction.• Led a combined staff of 79 full-time and contractor staff spanning two shifts during the very successful FedEx Express courier handheld scanner modification project.• Led the effort to terminate and insource the outbound services operation with a 3rd party provider resulting in the elimination of most shipping errors, improved quality performance, and a first-year cost savings of $50K.• Established a waste reduction process to recapture hardware batteries erroneously returned with defective hardware at a cost savings to the customer of $65K in less than a year.

Directed a staff of 26 employees responsible for warehousing and distribution of approximately 16,000 parts valued at more than $150 million dollars. Provided direct control of inventory materiel in support of a worldwide warehouse and distribution operation. Supported dispatch reliability in a cost-effective manner to ensure regulatory compliance and asset accountability of all aircraft/logistics materials received, stored, and processed through purchasing and supply warehouse facilities. Key Accomplishments:• Led the relocation and incorporation of aircraft mods inventory consisting of approximately 6500 SKUs valued at more than $85 million dollars into my storage and distribution center with a staff that had limited aircraft parts related experience.• Energized an underperforming group that operated in silos into a more proactive, cross-functionally aligned team focused on results through cooperation and shared responsibility.• Achieved a 50% reduction in employee absenteeism in a year-over-year comparison through attendance accountability, policy application and recognition and rewards.

Functioned as a quasi-manager who directed the implementation and management of corporate safety policies for all aircraft maintenance operations in the Air Operations Division. Served as the focal point for all AOD safety issues. Handled all management and employee safety concerns. Assisted AOD management in achieving corporate injury reduction goals. Key Accomplishments:• Fiscal Year 2000 Star Award recipient for outstanding performance.• Developed and initiated safety performance strategies for aircraft maintenance vice-presidents resulting in a 22% reduction in total recordable injuries over a four-year period. This was a significant accomplishment as AOD was the benchmark for other divisions in accident and injury reduction goals.• Project Lead for the revision and implementation of the Management Safety Program training course for AOD first-line managers. Co-facilitated the instruction of several courses in Memphis and at field locations leading to a 95% compliance rate for aircraft maintenance managers in less than a year.• Assessed end-of-year safety performance metrics for Base and Line Maintenance Vice-Presidents and their staffs to determine action plans for accident and injury reduction goals for upcoming year. The only non-management safety professional who established annual worker injury reduction goals for an operational division.

• Reviewed internal safety audits for effective program oversight. Performed comprehensive audits of federally mandated programs to include an in-depth review and evaluation of general program management functions and operational safety issues.• Wrote comprehensive formal reports identifying program strengths and weaknesses. Analyzed evaluation data and consulted with executive staff on findings and risk management strategies to mitigate process deficiencies.• Member of a quality action team that developed and implemented procedures for "cradle to grave" management of hazardous materials for more than 35 military base installations.• Coordinated the headquarters strategic five-year plan for environmental safety and health goals and milestones.• Member of the headquarters environmental compliance and management procedures inspection team chartered to evaluate adherence to EPA requirements for 35 military installations. • Demonstrated superior managerial skills in leading, training, and directing mishap prevention efforts for a 15-person team on all aspects of safety and health requirements.• Reviewed safety performance metrics with subordinate staff to ensure performance levels met targeted annual goals.• Reduced reportable mishap occurrences by 35% over two years.