Ed and Carrisa of Spaulding Decon SWFL have been in the medical, facility, and customer service industries for more than 25 years. Their passion to help others led them to Spaulding Decon where they use their expertise to help the friends, neighbors, and businesses within their local communities. Their goal is to exceed every customer’s expectation through attentiveness, quality, and expediency.At Spaulding Decon SWFL, Ed & Carrisa utilize their extensive experience to work together, providing relief, comfort, and quality service for both their commercial and residential customers. They make themselves available to the SWFL community 24 hours a day, 7 days a week. When calling Spaulding Decon SWFL, Ed or Carrisa will personally take the call and handle all claims from start to finish. Their compassionate and nonjudgmental approach has been well-reviewed with a common theme of easing the burdens of their clientele through an empathetic approach to each unique situation.Spaulding Decon SWFL’s top priority is to quickly go to work restoring property to allow their customers to begin the healing process. They work directly with insurance companies to open and manage claims throughout the process so their customers can take a much-needed breather after an often traumatic experience. Ed & Carrisa - family owners of Spaulding Decon SWFL – service all Southwest Florida - Sarasota to Marco Island, and Southeast Florida - West Palm Beach to Miami. When you are in need, you can trust that this compassionate and caring couple along with their hand-selected and highly trained staff will exceed any and all expectations.

Food distribution and social service programs non-profit, with an annual budget of $150M; handling nearly 150M lbs. of food and related products annually; 140 employees working out of two 200K sq. ft. warehouses as well as a volunteer team of 30,000; Operating fleet of 50+ vehicles. Serving over 300,00 food-insecure seniors, children and families monthly.► Chosen by Board to implement new policies, procedures and a more effective organizational culture and structure.► Responsible for operations, programs, product acquisitions, business analysis, agency relations and volunteer depts. ► Participated in multiple public / private groups to discuss transition to include more heart-healthy and diabetic options.► Conducted full assessments of all depts and upgraded efficiencies improving collaboration and communication.► Acted as liaison with 600+ agency partners and implemented demographic data to better identify needs.► Established committee groups and connected receipt of product to distribution. ► Used an Oracle-based system to highlight protocols and develop strategic dashboards to drive greater efficiencies. ► Led move to a new upgraded distribution center within regulatory compliances while saving $65K on the project.► Implemented new policies that resulted in zero grievances and successful negotiation of a 3-year teamsters’ contract.

The fastest growing family owned food company specializing in the manufacturing and distribution of food and food related products. Covering the western half of the US with annual revenues upwards of $2.4B. ► Directed the Transportation, Warehouse, Building and Safety Departments providing indirect supervision of 180 staff in a 400K sq. ft facility and a fleet of 100 tractor / trailers and bobtails. ► Planned and managed facility expansions in Eastvale and start-up’s in Sacramento and Portland, OR. ► Increased year-over-year division sales by 150% and Street sales by 60%.► Restructured schedules to enable a 24-hour operation; reduced shifts to optimize efficiency.► Doubled logistics revenue through HUB start-up, expanding freight lanes, and load conversions.► On-boarded new accounts, including Wendy’s, Pick Up Stix, Islands, and numerous independents (Street Accounts). ► Improved DSI from .151 to .117 for Whse outs, Shorts, Mispicks and Damages.► Introduced an enterprise-wide fleet management tool to assess needs and optimize assets.

Family-owned Regional Broadline Foodservice distributor with $7B in annual revenue. Managed a $490M hybrid operation that serviced 2,000 customers (both chain and street accounts) with 14M cases of food-grade products. ► Directed operations in a 325K sq. ft. facility – serving on the Executive Team to increase street business. ► Worked with the Sales Team to better identify existing assets and potential opportunities.► Restructured the facility to increase SKU capacity to offer prospect clients a wider breadth of inventory.► Optimized delivery route strategies to achieve both mile and cost savings. ► Hired drivers in strategic zip codes to increase case per truck efficiencies and enhance overall service.► Created a fair, accountable management system that improved employee morale.► Achieved On-Time Dispatch and Plan-to-Actual Performance by 25%.► Reduced shrink by $200K, while increasing warehouse thru-put by 8%.► Improved fleet compliance by 28% while reducing CSA violations by 35%.

Second largest food distributor and processor in the US servicing over 250K restaurants food and food-related products nationally through its network of 79 Broadline and Systems DC’s and Processing Plants supported by 25K employees, and revenues of nearly $25B, annually.► Implemented a state-of-the-art POD scan and invoicing tool for 190 CDL A Drivers.► Decreased inventory shrink by nearly $500K, year-over-year.► Reduced DOT and HOS violations by 42%.► Serviced the School Districts and the Defense Department units, which encompassed the shipping of 1.9M cases yearly and generated a combined annual revenue of $70M from secondary operation.

► Co-Lead culture and business change from a family business acquisition to top 10 performing division (out of 86).► Ensured smooth operations during the acquisition of several businesses. ► Integrated all aspects of the acquired businesses into the corporate structure, including distribution, commercial equipment, wholesale retail, and the manufacturing of branded / private label items.► Played integral role in acquiring a specialty meat cutting business.► Successfully negotiated 9 union contracts, involving 200+ unionized workers.► Lowered operating cost-per-case across the board, resulting in a $2.7M annual savings.► Won Two “Most Improved Operations” Awards, and a “Best in Class” award for quality.

► Oversaw both union and non-union staff in daily operations.► Reversed operational ranking from 76th to 12th, out of 84 DC’s nationally.

The largest food distributor and processor in the US - serving markets across the globe servicing over 600K restaurants, food and food-related products nationally through its network of 330+ Broadline and Systems OpCo’s and Processing Plants supported by its 67K employees, with revenues in excess of $58B, annually. ► Directed consolidation and startup activities for two newly constructed 180K sq. ft Distribution Centers with annual revenue of $300M.► Responsible for P&L, budgets, and operational activities for $270M business unit. ► Managed startup construction and ensured facility compliance readiness.► Managed racking layout and slot engineering for SWAT RF & WMS technology.► Directed training and development of management team and workforce through multi-location consolidation.► Sky rocked annual sales in short order from $140M to $290M by growing 5 national accounts.► Utilized Six Sigma methodology to maximize flow efficiency and service level performance.

► Tapped by Senior Vice President to assume responsibilities at the underperforming, $280M Atlanta operation.► Improved service accuracy on-time by 26% and improved integrity of inventory reducing losses by 8% of sales.► Arbitrated a hostile warehouse workforce that was considering unionization working closely with unionized driving force that began the process of a decertification.► Reduced fleet operating expenses $200K by implementing and managing a full re-route.► Improved service level; markouts, shorts, mispicks and damages over 200% in 7 months.

► Designed and implemented a strategic growth plan supporting the doubling of sales to over $370M. ► Profitability increase elevated the center to second top-performing in the corporation.► Consolidated operations from three operating warehouse facilities into one major distribution center.► Avoided a union organization attempt, administered programs maintaining excellence in employee morale.► Developed and implemented a fully customized batching and pick-to-load program that was designed into our WMS and rolled out to 14 other distribution centers.► Implemented GAGNON (engineered work standards) and devised a custom incentive program to further warehouse management systems success realizing a 45% increase in productivity.► Assisted with asset readiness and start-up of Florida distribution center working pick path flow and slot engineering.