Promoted from Warehouse Manager to lead restructuring and consolidation of warehousing, logistics, and transportation operations. Improved overall productivity and work quality while enabling and supporting increased business volume. Reduced time needed for product handling and improved customer service > Managed consolidation of products and new racks while simultaneously supporting an increase in business volume and throughput. Integrated systems, processes, and procedures and improved quality > Elevated standards, performance expectations, and related metrics. Implemented Kaizen- 5s organization method – and achieved 95% in inventory record accuracy and 99% in accuracy in the service center > Consistently exceeded year to year goals for operational efficiency, project management thoroughness, accuracy, and cost containment. Dramatically reduced shipping errors with over 95% on-time shipping > Provided ongoing training and cross-training on best practices and safety. Led high performing teams skilled in use of inventory management and shipping and receiving procedures and software> Committed time weekly to the development of employees and leads> Coached and mentored key employees helping them develop physical skills, management skills, problem solving skills, as well as computer and management reporting skills> Maintained full P&L accountability. Redesigned open space, racks, and storage configurations. Developed procedures to streamline and expedite material handling. Improved productivity results sharply> Conducted internal audits to find and/or develop better ways to reduce misplaced goods and reduce the number of times items are touched/moved. Savings in reduction of lost man hours. > Revamped picking and order preparation procedures and improved work flow. Restructured 2nd shift operations and implemented night deliveries. Held 24/7 safety record going 4.5 years between injuries

Rehired to spearhead changes across all warehouse operations. Implemented new processes including those supporting new DLOC WMS System. Converted RoadShow to RoadNet > Improved physical layout of facilities. Doubled order processing, improved EDI processing, and cut costs. Upgraded strategic transportation route planning which increased outbound traffic and related revenue> Worked closely with corporate executives. Evaluated skills of employees and introduced methods to improve productivity and performance. Analyzed past performance and put higher goals in place

Pacific Western Container (Pak West) is a top-ranked integrated packaging and distribution company known for providing solutions that maximize the business performance of B-2-B customers in many industries and markets > Managed logistics on hundreds of shipments with extremely tight time constraints. Improved ROI with improved training, closer monitoring of mobile operations, and better use of technology

Acorn Paper Products is a family-owned and operated paper and specialty products distribution company with multiple facilities – with over 500,000 square feet of warehouse space.> Provided direct leadership for an 80-member department. Upgraded layout and maintenance of 260,000 square foot facility and eliminated unsystematic standards to improve performance and ensure safety> Responsible for Receiving, Inventory Control, Warehouse, Freight, Transportation ($2 million inventory) > Established full time leasing program with Penske Truck Leasing. Managed company’s vehicle and MHE maintenance, repairs and replacement program. Earned recognition for exceptional safety record > Managed some of the company’s important relationships with paper mills, business brokers, and agents. Credited with indirectly contribution hundreds of thousands of dollars to top line revenues