Promoted as a key member of the company’s leadership team to be responsible for a 400,000 sq. ft. distribution center that contains ~14,000 SKUs, valued at $XXMM. The facility services XX,XXX customers and operates 24 hours per day, 7 days per week. In 2021, total revenue was $XXXMM. Provide leadership for a staff of seven directs reports who manage Customer Service, IT, Accounts Receivable, Purchasing, Warehousing, Distribution, and Loss Prevention. These managers oversee thirteen supervisors who direct 175 operations associates. Report directly to the State Director of Operations and hold full P&L accountability. Select Accomplishments▬▬▬▬▬▬▬▬▬▬▬✔Achieved highest level company Gold Standard rating 15 out of 17 years for attaining goals in the areas of productivity, safety, accuracy, cost per case and break/shrink. Annual goals are based on improving these categories versus prior year’s results. ✔Grew revenues from $XXXMM in 2007 to over $XXXMM during tenure. The Deerfield Beach facility was losing money every year when I joined the company in 2007 and is now one of the most profitable locations in the company (net profit $ increased XX%).✔Transitioned the company from providing employees with company cars, to compensating them with car allowances and travel/mileage reimbursement saving the company more than XX% in vehicle expenses. ✔Reduced cases returned from X.X% of total cases to X.X% of total cases which saved $XXX,XXX annually.✔Examined multiple processes within the organization and instituted best practices to streamline efficiencies resulting in improving productivity by XX%.* continued below *

* continued from above *✔Renegotiated all vendor and supplier contracts to capture value added services. Reduced overall costs by XX%. ✔Developed a driver piece rate pay program that has given us an advantage against other employers. This program ties driver compensation to volume so as the company grows, driver wages grow as well. This program takes years of service into account but also rewards productivity and efficiency. This has been integral in attracting and retaining top talent. ✔Oversaw a $XXMM warehouse expansion completed in April 2020 doubling our warehouse and outbound shipping capacity.✔Hosted multiple national rodeo events (internal employee competitions) to drive team building within the Deerfield Beach facility.✔Developed a daily Perfect Order returns communication for the state of Florida. This process has raised awareness and reduced returns year over year by XX%.COVID-19 Response▬▬▬▬▬▬▬▬▬▬✔Quickly revamped operational processes in response to the COVID lockdown to maintain a full workforce. Instituted temperature checks, sourced and provided masks, set up new break areas to accommodate social distancing, modified break and lunch schedules to minimize groups, implemented more aggressive daily cleaning protocols, and continuously communicated with our associates. As a result, we never closed and never stopped delivering, therefore never negatively impacting our customers.✔Maintained a full sales and operations staff during the COVID-19 pandemic, allowing us to capture opportunities from our competitors who were short staffed and unable to properly service customers in the market. Deerfield Beach Florida led the country in growth in 2020 (+XX%) and in 2021 (+XX%). Tracking to attain XX% growth FY 2022 since the end of 2020.

Senior Leadership Engagement ▬▬▬▬▬▬▬▬▬▬▬▬▬▬✔Certified DDI Instructor who serves as facilitator for corporate management and leadership training classes.✔Selected to serve as a mentor to leaders throughout the organization who have been identified as top talent through company talent management program.✔Implemented a warehouse lead program to create a career path for warehouse associates while aligning these key individuals with organizational goals and preparing them for future leadership opportunities. Promoted multiple associates to leadership positions within the company in Sales, Operations and IT. ✔Serve as the operations representative on cross functional rapid response team which provides immediate leadership support on employment relations situations that involve potential labor organization in an RNDC business location. ✔Chosen to be a member of a recruitment and retention task force that is focused on identifying innovative solutions to improve employee engagement and reduce turnover.

Promoted to Operations Manager responsible for warehousing and distribution operations, as well as accounts payable and receivable, purchasing, customer service, and IT. Held full P&L responsibility for $XXXMM organization. ✔Recruited top talent, placed key managers in IT, Customer Service and Warehouse roles, and built a team dedicated to continuous improvement.✔Implemented programs which drove the Deerfield Beach facility to the top of the organizational rankings in Gold Standards (key metrics which measure operational efficiency throughout the company). ✔Improved relationships between sales and operations by creating cross-functional training opportunities.✔Reduced costs and improved revenue by streamlining the organization and improving customer service.✔Increased profitability by $XMM from 2007 to 2008 and continued to increase net profit dollars every year in Deerfield Beach.✔Championed and oversaw the implementation of Manhattan Warehouse Management System

After delivering exceptional results in a 12-month period, was selected to relocate to New York to manage warehousing and distribution in a newly acquired company. Warehouse responsibilities included shipping, receiving, replenishment, loss prevention, maintenance, inventory control, traffic, and general warehouse cleanliness in a shipping facility, as well as two off site storage facilities. Distribution responsibilities included managing third party contractors that supplied up to 45 trucks per day for local customer deliveries, as well as managing the routing function. Managed a team of 7 managers and 50 union employees in a 220,000 sq. ft. facility. Emphasis on integrating operations and people into the Republic National Distribution Company culture.✔Restructured warehouse by building 2 new pick modules and increased capacity by XX% by installing push back racking.✔Oversaw project to build an automated conveyor system, which doubled throughput from 1000 cases to 2000 cases per hour.✔Trained managers and employees on how to operate newly implemented automation.✔Put a program in place to recover, repack and resell previously disposed of product, as well as developed a warehouse location system that allowed for more accurate inventory tracking resulting in reducing break and shrink by $X.XMM ✔Reduced payroll by $X.XMM by reducing overtime and temporary labor by utilizing automation to double night throughput.✔Improved shipping accuracy by XXX% by creating metrics to measure accuracy, coaching staff on the importance of shipping the perfect order and incentivizing staff with good performance.✔Created an environment where both management and union employees worked together towards continuous improvement.

Responsible for all facets of wine and spirits distribution in a 300,000 sq. ft. facility. These responsibilities included shipping, receiving, replenishment, loss prevention, maintenance, inventory control, and general warehouse cleanliness. Built, developed and managed a team of 7 managers to drive results through 50 union employees in a distribution center that operated 24/7. ✔Increased throughput of automated conveyor system by XX%. This increased throughput allowed for a payroll reduction of approximately $XXX,XXX per year while allowing for up to 35,000 cases per night to be shipped during peak periods.✔Reduced shipping errors, which improved delivery accuracy by XXX%. This reduction was accomplished through detailed error tracking, which was communicated daily to the management team and then shared with hourly employees.✔Fostered a cooperative environment with union management and employees, which allowed the facility to function as one team with everyone striving to achieve the same goals.

Responsible for the outbound operations of a 300,000 sq. ft. media distribution facility. Managed, coached and developed a team of 7 managers and 200 associates.✔Championed the configuration, implementation and troubleshooting of a newly introduced WMS (PkMS). Acted as the on-site warehouse management system expert and consulted with other distribution centers, the IS department, and the VP of Facilities Design to initiate needed changes or fix potential problems.✔Reduced outbound cost per unit by 50% from .10 per/unit to .05 per/unit, saving $1.8MM annually.✔Implemented PkMS in the Baltimore distribution facility and assisted 3 other distribution facilities with successful implementations. ✔Created tools to measure individual productivity throughout the distribution center. Increased productivity 20-100% in every department in the warehouse.✔Increased on-time delivery to the customer by 19% while decreasing quality control issues by 14%.✔Improved inventory accuracy by taking advantage of the new RF technology associated with the WMS implementation.

Responsible for all facets of daily operations in a food manufacturing facility including purchasing, planning, production, distribution, shipping, receiving, and transportation. Oversaw 12 managers and held full P&L accountability.✔Reorganized the entire operations group, which eliminated the use of temporary employees. Reduced full time employees by 17% and cut operating costs by $2.25MM.✔Improved on-time percentage to customers (finished, shipped and delivered) from 52% to 94% by effectively solving problems caused by a poorly implemented ERP system. ✔Reduced costs associated with food service production 73% by minimizing downtime and increasing throughput.✔Developed methodology, which found uses for inventory, which in the past had been considered waste. This change reduced material costs by 11% while also reducing inventory.

Responsible for planning production to fulfill the needs of the Baltimore facility as well as 11 other satellite facilities. Ordered all raw materials necessary to meet the daily production requirements while also scheduling all outbound loads to satellite facilities. ✔Improved production throughput 38% by minimizing changeovers in the production schedule.✔Eliminated out of stocks by using prior sales knowledge to increase the accuracy of previously unreliable forecasts.✔Saved valuable warehouse space previously used for raw material storage by working with suppliers to deliver materials just-in-time.

Routed daily tractor-trailer deliveries to large Pepsi customers, handled customer concerns and ensured proper DOT documentation.✔Assisted in the implementation of a new routing software package (Roadnet), which increased on time service to the customer by 27% while minimizing costs associated with transportation.

Responsible for making timely, safe and accurate deliveries to customers loading docks.✔Improved customer relations by providing safe, accurate, friendly deliveries, which consistently exceeded customer expectations.

Responsible for selling, delivering and merchandising Pepsi products to the gas and convenience sector.✔Increased sales on the company’s worst route from $600,000 annually to over $900,000 annually which made it the third highest grossing route out of 39 in the company.