Director of New Business Development Introduced supply-chain initiatives by restructuring business-wide domestic and international operations and spearheading contract negotiations. Oversaw 6 direct reports in managerial roles throughout the world; reported to Division President. Delivered over $2 million in new revenue over one year period primarily through the strategic creation, presentation and awarding of bids from major vendors such as; Petsmart, Belk, and ASC Express. Achieved benchmark savings of $1.4 million annually through restructuring West Coast supply lane for leading department store chain that resulted in securing their business.Planned, staffed, budgeted and directed all logistics, purchasing and contract functions for multi-site operations throughout Georgia, Texas, and CaliforniaSpearheaded profitable vendor partnerships to develop common customer relationships and facilitate market expansion.Created an integrated supplier management model based on partnership strategies and common visions.Pioneered the development and implementation of customized logistics and supply chain solutions resulting in the award of a multi-million dollar contract.

Led cross-functional teams responsible for all corporate contract negotiations for new vendors, corporate acquisitions, and site development.Directed contract administration, negotiation, and rebid functions for over $38 million in annual contracts including cost and logistic tracking methodology and strategic solutions increasing effectiveness and continuous process improvements.Implemented and managed all Domestic and International Logistics and Supply Chain policies and procedures. Staffed and directed an acquisition management function responsible for over $19 million annual expenditures.Created a fully-integrated logistics management function consolidating purchasing, inventory, warehousing and distribution. Oversaw a $64+ million annual freight budget while managing 31 associates over eight divisions.Directed and conducted employee cost reduction and control training designed to reduce cost, improve coordination, contingency planning, and develop best practice policies, procedures, and processes. A first of its kind project encompassing several recent acquisitions from disparate organizations.Saved department budget $2.3 million by re-structuring Domestic/International and Private Fleet organization utilizing Six Sigma and Lean Office intelligence.Optimized savings tracking and freight invoice auditing procedures for Small Parcel, Full Truckload, Less Than Truckload, Private Fleet, Ocean Carriers, and Freight Forwarders resulting in real-time savings recognition and streamlined dispute resolution. Increased company profitability $2+ million annually as an Assistant Project Manager for the Transportation Management System (TMS) project including representatives from all US and UK operations. Supply Chain Leadership Team Member providing ideas and solutions which contributed to $100+ million in cost savings over a 2 year period through leveraged partner negotiation, engineering changes, and process reengineering.

Key liaison for Russell Corporation while simultaneously creating the Western Division for Gulfstream Express consisting of 2 port terminals and 1 inland terminal.Pioneered development of a centralized container booking system for Russell Corporation’s 18,000+ annual container moves. Saving $4 million annually.Recruited, hired and trained 3 terminal managers and 18 support personnel.Authored and implemented the SOP manual for Western Division which was adopted company wide.Led division on 2-year controlled growth cycle including the negotiation and awarding of “In-House Carrier” status with Russell Corporation’s 3600+ Full Truckload Customer Shipments. Achieved $23+ million in gross revenue for Western Division while maintaining 87% operating ratio

Managed strategic and tactical terminal operations and key account protocol. Consulted with and nurtured key accounts on logistics supply chain solutions.Reduced customer lead time from 13 days to 5 days on plant to foreign- foreign to DC work in progress (WIP) by analyzing and planning relay points.Selected, trained, and managed over 35 office team members and drivers including oversight of performance management, employee retention and turnover reduction.