George Bene Email & Phone Number

Greensboro, Nc, Us

Gainesville, Georgia, United States

Agile Cold Stroage is built on a foundstion of prior successes in giving teammates a safe, respectful place to work and in servicing customers as if we were members of their team. Agile will use technology and automation to help us provide a better, safer work environment and help us provide consistent, superior service at the most efficient prices. * Business Development - Land, Municipality, Customer * Operational Startup of two facilities * Create and Implement Processes across the Operations * Manage customer relationships through start-up phase

Greensboro/Winston-Salem, North Carolina Area

Providing process excellence solutions in Operations, Manufacturing, Warehouse, Transportation, Logistics, Labor and Project Management.* Food Safety - SQF, HACCP, BRC, USDA, FSIS, OSHA* Process/Quality Improvement and Standardization* Lean, 5S, Six Sigma, TPM, Sensory, Engineering* Leadership Coaching and Developement* Process Engineering* Project and Asset Management

Appleton, Wi

WOW Logistics is a nationally recognized leader in the third-party logistics (3PL) industry, with expertise in storing and handling food-grade products. Headquartered in Neenah, WI, we’re one of the world’s largest private purchasers of dairy products, and we’ve extended this program into paper and other inventory items. We also offer build-to-suit services, transportation management, contract operations, and a variety of other value-added services.

North America

Responsible for multiple facilities in three states (NJ, NC, and CA). P&L responsibility for ~$50M in Revenue and ~$11M in EBITDA. Leadership team of 14 leaders and ~375 staff.* USDA Onsite FSIS import inspection* USDA Export Services* Full Domestic 3PL Distribution* Meat, Poultry, Seafood, Consumer Goods, Vegetables* Value Add Services - packaging, de-box, tempering, x-ray, re-pack* Transportation Fleet - Port drayage and local services* FDA, USDA, SQF

Charlotte, North Carolina Area

Responsible for four Multi-temperature facilities totaling 32,100 pallet position in North Carolina (Goldsboro, Benson, Lumberton, and Charlotte). P&L responsibility for ~$9.7M in revenue and ~$1,7M in EBITDA. Leadership team of 4 site leaders and ~75 hourly staff.* USDA Export Services* Domestic distribution* Meat, Poultry, Seafood, Consumer goods, Fruit* Value Add Services - Blast freezing, packaging, de-box, re-pack* FDA, USDA, AIB, Siliker

Goldsboro, North Carolina Area

Responsible for 3 food service facilities in NC providing customized and specialty ingredients, including hand-cut meats and seafood, specialty cheeses, locally sourced ingredients and national brands. Integrated network of optimized inventory over the locations in Goldsboro, Greensboro, and Statesville generating ~$275M in revenue. Direct report to the President.* National Contracts* Multiple Facility Management* Corporate Project Management* Vendor Negotiations and Development* Corporate Food Safety* DOT and OSHA Compliance* Tractor and Trailer Fleet Management* -108 Tractors, 148 Trailers, 165 Drivers* -Inter facility and delivery route management* -Back-haul and Freight management * Material Handling Equipment Management

Greensboro/Winston-Salem, North Carolina Area

Direct Report to the VP and General Manager of Greensboro. P&L budget of $14M. Staff of 4 leaders and 60 employees. Specialty Food Distributor servicing the Carolina’s. - Greensboro is 150k sq ft high end protein processing facility with 5000 specialty items between dry, refrigerated, and freezer warehouses. - At the time Pate Dawson purchased the Southern Foods Greensboro facility it was extremely un-profitable. - Functional leader in the development and execution of turn around plans to increase profitability and grow the business to be the “Best Specialty Foods Distributor in the Market”.- By gaining control of operating cost, streamlining transportation routes and drivers we were able to achieve the first profit at the end of my 3rd month.- Rebuilt the leadership team that developed and implemented a complete turnaround project. Including new documented end to end processes with support training for the entire operational staff.- Uncovered a major employee theft ring that had strategically operated for over 2 years with an average monthly take of $30K.- Implemented safety programs including safety shoes, PPE, fire safety, powered industrial equipment, fall protection, and racking/facility daily inspections.- Currently working on a Food Safety project to begin the process to achieve (SQF) Level 3 Certification.

Fairview Distribution Center

Direct Report to the Director of Distribution. P&L budget of $25M. Staff of 5 leaders and 132 employees. ASRS automated DC with 800M pounds annually. - Created, documented, and trained team on end to end processes that resulted in year over year improvement in cost and customer complaints. In a 3 year time frame customer complaint rate was cut in half. - Achieved Safe Quality Food (SQF) Level 3 Certification in 2010, earned an Excellent Rating for 3 consecutive years.- Implemented (STOP) Safety Training Observation Program and influenced team culture to achieve 6+ years without a Lost Time Accident and maintain a safety rate of 0.70 MTA/200,000 work hours. - Took over a failing $40M distribution center green field start-up and was able to be 95% operational within 6 months. - Influenced senior leadership to make an unplanned $5M investment in the facility to completely change the flow of the facility and create flexibility and efficiency. ROI of 30%+ substantially increased flexibility. - Developed and launched a process to produce customer specific Advanced Ship Notices and License Plate Numbering; positive results from customer and end users led to process being adopted across the company – received 2005 President’s Exceptional Customer Focus Award. - Cultivated many young leaders to be promoted across the organization.- Improved on the floor processes that resulted in multi-year V/L improvements. Allowing the facility to operate at the same V/L cost even with 5 years of 3% wage increase. - Worked closely with programming team to strategically increase ASRS system performance.- Maintained a strong partnership with ASRS vendor to create and maintain a competitive advantage in the market.- FY2012 facility earned the largest operational incentive payout in the history of the company.

Georgia Distribution Center

Direct Report to the Director of Distribution. P&L budget of $5M. Staff of 40 employees. Traditional DC with 140M lbs. annually. - Managed the design, build and startup of an $8M DC. Developed a cross functional team to transfer customer ship points and volume.- Managed 3PL prior to DC build. - Took over leadership of production material handling teams to develop synergies and cost savings. - Led team to align strategic advantage of new DC with large regional customers. - Streamlined operations at St Louis DC after acquisition.- Due to acquisition I took over leadership of second DC (PA) during transition and then mentored new leader.

Fort Worth, Tx

Direct Report to VP of Operations. P&L budget $6.8M. Multiple Facilities, Staff of 10 Leaders and 165 employees. Animal Health Pharmaceutical.- Capital budget of $650k to design, build, install new equipment- Initiated a Margin Improvement Team – R&D, Sales, QA, and Ops- Reduced V/L cost by $0.13- Achieved 70% improvement in order fulfillment and reduced labor by 20%- Labor and equipment efficiencies produced 18% P&L improvement

Fort Worth Texas

- P&L budget of $5.1M- Negotiated with local suppliers to reduce waste in supply chain- Reduced inventory by 30%+- Reduced manufacturing cost by $0.16 per unit- Achieved FDA site certification (Fort Worth and Harbor City)- Implemented Lean principles and work as a standard process- Developed and implemented PM programs

Fort Worth Texas

- Restructured 153K SqFt facility achieving 300% capacity- Project lead for WMS – design, implement, end to end process- Brought in order picking equipment- Complete turnaround in 6 months. Saving $600K+

Greater Chicago Area

- P&L budget of $1.8M- Established strategy to close facility and merge into Fort Worth in 90 days- Maintained commitment from 40 critical employees and helped them transition to new employment.- Utilized process controls to achieve strict customer compliance.- Realized a 40% cost reduction by equipment utilization and process streamlining- Negotiated with key suppliers to reduce cost in supply chain and improve response time to changing demand.