• Built a standalone Mid-Atlantic Service operation for 3 Day Blinds.• Built and transformed the Service team organizational structure and business processes necessary to support the residential and commercial window treatment business. • Defined Operational Key Performance Indicators to motivate staff and maximize customer satisfaction.• Quickly grew the service operation to the 2nd largest in the 3DB national footprint. • Manage the fleet and warehousing operations with a focus on cost containment, operational excellence, and internal customer service. • Identified business process and system gaps to build a roadmap towards improved efficiency, reduced costs, and revenue growth. • Great Windows Services has consistently met customer satisfaction and exceeded installation completion rate expectations. • Successfully expanded the Installation and Service Operation • Exceeded customer satisfaction and completion rate objectives for each of the past 11 months.

• Led the field services division, managing the installation and service functions consisting of 400 jobs run per day.• Manage the Dispatching business group, overseeing the logistical coordination for service calls for all Technicians (50+)• Manage the warehouse and procurement operations for an $80M P&L (1000 SKUs)• Lead the fleet functions for the business (112 vehicles) including specification design, procurement, insurance and registration and maintenance• Lead all customer facing and client support functions including Customer Service and Customer Relations• Manage end to end projects in support of operational and technology improvements for the Service Operations• In less than two years, completely transformed the operation. All of our operational and customer satisfaction goals are being met, an accomplishment that has not occurred in the companies’ 25 year existence. • Manage finished goods and raw materials warehouses. Includes inventory planning, control, cycle counting, receipts and procurement.

Oversee back office operations teams and functions including information technology, materials management, facility management and fleet management. Lead the market Division Managers and all field service (Technician) personnel including dispatch and sales personnel.

Oversee all back office operational functions including but not limited to warehousing, fleet, IT, HR, Call Center and Service Administration. Presently managing the Field Operations staff as well, consisting of 50+ technicians and 75 total FTEs.

Independent Consultant for Experis Manpower Group, providing program management services for a leading healthcare provider in the Baltimore metropolitan area.Business advisory service offerings include but are not limited to expertise in supply chain, business operations, information technology, budgetary planning, procurement and vendor management, client engagement.

• Lead all aspects of client engagement in support of AARP's Information Technology Services group, supporting all 2300 AARP’s employees and business executives. • Managed or facilitated end to end service delivery, solution definition, project management, program management and business case ROI development for ITS and business related technology programs. • Lead financial and operational efficiency benchmarking analyses to improve “ITS cost per Revenue” metric.• Managed business analysis functions for all AARP internal customers.• Identified key IT suppliers, and consolidated contracts to realize a 10% savings in annual support costs.• Consistently one of the best “manager index” score recipients amongst all AARP Managers (500 in total) as evaluated by my peers, employees and supervisor.• Defined KPI and “measures of success” to properly track customer service results against defined objectives.• Influenced internal IT stakeholders to support agreed to customer service standards.• Drove accountability within the CSG organization by aligning company and departmental objectives with individual performance objectives. • Collaboratively worked with customers to leverage existing portfolio applications resulting in quicker demand response times and reduced TCO.

• Directed the application development, application support, project management and Client facing/engagement functions for all enterprise business contacts, managing 55 employees and contractors. • Implemented PeopleSoft version 9.0 HRIS, Payroll and Financial Planning modules, part of a $50M ERP program for AARP. • Defined “as-is” and “to be” business requirements for Procurement and Contract Management functional areas. • Developed and executed upon ERP - PeopleSoft multiyear business case. Maintained favorable budget variances throughout implementation.• Lead the competitive bid and contract negotiation process for PeopleSoft 9.0 hosting and application maintenance/development.• Consistently presented ERP results to AARP Board and Executive team personnel.• Influenced business leaders/users to leverage out of box capability as much as possible, to reduce customization and overall IT costs/TCO. • Responsible for 100+ Enterprise wide applications, used by more than 2300 employees. • Participated in ITS’ Multi Year Blueprint strategy, which defined lower cost and improved operational efficiency opportunities across AARP’s ITS organization. Includes a three year road map with emphasis on application consolidation, cloud computing and strategic outsourcing. • Consistently one of the best “manager index” score recipients amongst all AARP Managers (500 in total) as evaluated by my peers, employees and supervisor. • Consistently maintained operating and CAPX budgetary compliance, meeting or exceeding goals year over year. • Upgraded the procurement work flow system to allow users to track open orders. • Implemented EDI capability with key AARP suppliers, thus reducing administrative lead time and internal operational expenses.

AARP – NW Washington, DC• Provided direction to State & National Initiatives (SNI) business operations (53 state offices)with regard to financial resources, vendor management, procurement operations, systems, facilities, human resources, and office management.• Provided direction, oversight, and analysis for Group-wide operations related to human resources, administration, facilities management, and information technology. • Managed SNI's financial activities and overall $200M operating budget, including forecasting, budgeting, expense processing, monitoring, and reporting • Managed the development of SNI staff. • Approved salary recommendations, managed SNI compensation issues, and provided direction and counsel regarding organizational design and staffing plans for SNI's 650 employees.

• Developed key performance indicators for the $500M Procurement operation. • Improved procurement lead time (time to receive, process an order or contract) from 31 days to 20 days.• Developed best in class operating procedures, benchmarking against world class procurement operations. • Designed, built and moved to production an automated work flow procurement system, following the approval grants of authority as established by the CFOs office.

• Responsible for national operations, service/performance results, quantitative and qualitative methods and procedures, regulatory compliance (FMC, DOT, OSHA, TSA, and IATA), vendor/contract management, purchasing, facilities management and general business services for ICAT Logistics Inc., a leader in global transportation logistics. • Utilizing "key performance indicator" and business process re-engineering methods, improved national service on time results from 87% to 96% in less than 8 months. • Secured NVOCC ocean based operating license in less than 6 months• Developed KPI and corporate operational goals to allow for consistent and efficient monitoring of national distribution operations. • Effectively “matrix” managed Regional Director staff to achieve desired results.

3rd degree black belt and lead martial arts instructor. Developed a martial art and self defense program for men, women and children ages 6 and older. Grew revenues from 0-$30K per year. Exceptional client and revenue retention. Maintained up to 50 students over a 5 year period.

• Responsible for the supply chain, warehouse and distribution, inventory planning/control, fleet, real estate, safety, contract and vendor management functions for Nestlé’s Deer Park Mid-Atlantic region, the largest market in the United States.• Managed the entire supply chain process and improved inventory turn ratios, reduced costs and reduced scrap stock levels. • Re-packaged all warehouse operations following the results of a detailed “ABC” analysis. Reduced total time to load trucks, reduced handling and waste and reduced overtime costs. • Redesigned the inventory bin locating schema, allowing for easy bin locator changes and modifications• Managed Operations Safety and OSHA compliance for facilities operations and fleet/CDL drivers. Reduced total risk liability expenses by 20%. Reduced total avoidable or at fault safety/motor vehicle accidents by 33%.• Hired and retained the best warehouse operations talent. • Implemented monthly cycle counting processes across the distribution network, reducing inventory scrap and obsolescence levels by 15%.• Held weekly safety meetings with senior leadership personnel, evaluating all current and/or new incidents and defining appropriate resolution approaches. • Became one of Nestlé’s "best in class" warehouse operations in the United States in less than 18 months.

• Responsible for managing Verizon Connected Solutions' real estate portfolio, vendor/supplier contracts, fleet operations, application development/help desk/desk top support functions and field logistics operations from Boston to Virginia. • Total asset/operations budget exceeded $250M. • Developed support policies that were "best of breed" and certified in ISO 9000 format. • Developed and implemented an inventory planning and distribution strategy, aggregating higher cost parts to centralized distribution points, and lower cost/high demand SKUs to local logistics depots.