I led strategy for Distribution Operations and had direct oversight over the largest of five distribution centers for the company. I identified and addressed key challenges and opportunities for the distribution team including expanding and better utilizing capacity of the network, adding resiliency and adapting operations to a significant increase in new product additions. Additionally, after organizational restructuring, I took lead in bringing a centralized leadership approach to reality. Throughout, I also kept operations teams focused on customer impact, efficiency and leadership development.As a leader of the DC, two significant challenges I faced were operating through the covid environment and through the largest automation undertaking to date for the company. When I came into the role, I worked to reset the team dynamics by bringing a unified approach and an emphasis on development. This work positioned us well to come together as a team to tackle the challenges of operating in covid and during transition. Additionally, I led multiple process and infrastructure modifications to meet the demands of growing volume and preparation for site expansion. The largest such undertaking was the implementation of a temporary shipping operation to allow for a brownfield installation in the existing operation.Operationally, we processed between ten and twenty thousand daily orders and receipts with a team of hundreds of contributors. I had full responsibility for the DC including for customer commitments, operational standards, process improvements, employee experience and cost management. During my tenure we made process improvements to almost every area of the warehouse resulting in millions in yearly cost savings.

I developed 10 year site plans for advancing operations through automation and structural changes while ensuring warehouse capacity to meet various growth scenarios. With that roadmap to guide the work, I provided oversight to a suite of automation and expansion projects within the distribution center. I oversaw projects from design through implementation including change management and communication. Additionally, I was on the leadership team charged with Branch strategy and oversight and was a lead in contributing to Distribution and Facilities company initiatives.A few of my contributions included:- Led analysis and presentation to the state to get fair reimbursement for an eminent domain proceeding over of part of the distribution site property.- A packing and shipping automation project and expansion that resulted in 33% productivity gains, increased throughput capacity, decreased the error rate and improved employee experience. - Led a research team on automation to improve shipment preparation methods after point-of-pick that became part of the company vision for future operations.- Redesigned the long parcel storage and shipping areas resulting in storage capacity to meet the next phase of the warehouse and the elimination of all heavy lifting at loading.

During this time, I served as a senior member on a company design group that researched the state of customer experience and how to build operations to support the desired state for years to come. The result was a strategy playbook for customer service that paved the path for how to consistently deliver on customer experience.I was also responsible for staff development, onboarding, training and performance evaluation for a team of 130. To improve employee development and experience I created a new coaching structure to adapt employee driven learning. For management, I developed multiple team members into senior managers by providing guidance, opportunities and an emphasis on collaborative team dynamics.Operationally, I was responsible for ensuring the accuracy and responsiveness of the phone, text and order entry contact centers. I instituted controls to monitor the quality of the customer experience and made efficiency improvements through workflow modifications and changes to onboarding representatives to allow for earlier contributions in their tenure.

In this role, I was given the challenge to regenerate a culture of high standards and continuous improvement while also prioritizing leadership development. I was able to generate a reduction in work-in-process time by 40%, increase inventory accuracy through implementing zero-on-hand automated counts and eliminated non-value added tasks to increase productivity 5% while improving quality. By investing in teaching and developing I met leadership development goals and multiple managers were promoted.Supply Operations consisted of over 150 people spanning 7 departments and receiving up to 5,000 receipt lines daily. I was responsible for budgets, staffing, hiring plans, quality assurance, space/storage use and inventory accuracy.I led several initiatives with company-wide impact including the remodel and expansion of a storage and operating area, the creation of a staffing model adopted at all facilities to create transparency and the research into new automation for adoption at a separate new distribution center.

In this role, I was credited with taking on leadership amongst peers and for creating open communication among the management team. While managing a department of 85 people I was responsible for filling/picking operations and standards for productivity and quality. I developed new methods for work selection that improved productivity while increasing controls and reducing work-in-process. My team’s efforts led to adoption of new work selection methods across the company.

Designated to influence positive direction and improvement of under-performing International Customer Service operations, I redefined day-to-day standards in staff development, training and performance analysis to align with the company’s vision. Successful transformation of this department came in way of: implementing methods for identifying value added work, improving time management across the board, standardizing same-day responses (versus 2 to 3 days previously), and significantly decreasing aging international A/R balances.

I was tasked with rolling out automated workload systems and transferring customer service agents into new web-based workstations. I developed use-cases to aide design, ensured completeness of coverage for all work scenarios, developed communication and training plans, completed testing of functionality and ultimately served as the voice of the transition.I was one of the first business system implementation managers for the organization and helped to define role expectations. I was recognized by upper management for exceptional contributions and influence in the development of this new role.