➟ Establish and implement short-term and long-range goals with overall corporate strategy.➟ Partner with owner and board of directors to make decisions on projects to bids, overseeing bidding activity, strategies, and review all key bids via preliminary and final review meetings.➟ Champions safety on all projects and ensures adherence to all company safety policies.➟ Set, communicate and reinforce the company vision, values, and goals.➟ Support and strengthen the company culture.

➟ Collaborate with clients across a range of industries, sizes, and complexities to develop and execute supply chain strategies.➟ Guide clients in driving bottom line results by integrating solutions across the key stakeholder groups including suppliers, production, physical logistics, and customers.➟ Work side-by-side with executives in managing client engagement(s) and fostering client relationships as a “trusted advisor.”

I was entrusted by U.S. Electrical Services to transform the entire supply chain network, reduce costs via Lean principles, align business units, and devise and implement an overall strategy for nationwide operations, managing a budget up to $200M. ➟ Built a high-performance senior leadership team through effective talent recruitment and development. ➟ Assessed the current network landscape and quickly identified safety as a priority initiative. Developed a safety plan and set incremental goals for leaders to achieve; instilled a culture of safety that resulted in 70% YOY reduction of injuries.➟ Researched, selected, and purchased a new warehouse management system (WMS) with $7.5M/YOY ROI across nationwide distribution network.➟ Led the distribution center consolidation to cut expenses, including a 10% savings over 3 years through right sizing, reduction of redundant inventory, and improved customer experience.➟ Spearheaded a supply chain M&A to achieve $2.5M in annual savings by increasing throughput and decreasing cost.➟ Boosted on-time delivery from 93.4% to 99.3% with 0 missed deliveries in the first 3 months of service.➟ Reduced turnover 27% via scaling and right-sizing all warehouse and driver pay to ensure market competitiveness.

As the vice president of customer service, I directed corporate customer service, warehousing, and transportation departments, including setting objectives and strategic vision for the global logistics network of the company. ➟ Oversaw all corporate inbound and outbound freight and logistics network optimization. Developed KPIs and metrics.➟ Drove a game-changing reduction in lead time from 11 days to 24 hours through Lean methodologies to implement 5s, 4M, and workflow change throughout the warehouse, propelling customer satisfaction to a new level.➟ Significantly improved customer retention from 80% to 95% within tenure by opening communication channels where none previously existed and establishing a clear escalation path.➟ Steered the migration from a legacy operating system to new operating systems (Microsoft Dynamics), saving more than $100K with changes to the ERP implementation structure going live 2 months ahead of schedule.➟ Strategically aligned departments and increased cross-departmental knowledge by creating cross-functional, hands-on, meetings with Engineering, Production, Safety, and Procurement.

When I joined Ryder Supply Chain Solutions, I was tasked to improve operations across all 5 Electrolux Ryder-managed facilities (IL, MD, NC, SC, FL). I oversaw 5 directors and managed a $30M budget across 3 regional DCs and 2 factory warehouses.➟ Led a worst-to-first transformation by rebuilding and developing the entire leadership team at the Maryland location, the lowest-performing Electrolux facility (out of 50 nationwide), and revamping the culture, pay structure, KPIs, schedule, etc. ➟ Moved $2.5M in inventory with 100% retained run-rate while remaining at 99.7% shipping accuracy through the transition.

During the culminating role of my Amazon tenure, I built and reported on key deliverables for the sort center, led 20 direct reports, had full P&L responsibility for the facility, and set new records of associate attendance, safe workdays, and cost reduction.➟ Partnered with UPS and implemented the WorldShip program throughout the sort center network resulting in $12M savings for an operation of ~$900M in revenue.

As the transportation operations manager, I created and led a high-performing team that was responsible for all inbound and outbound shipments. ➟ Coordinated and communicated with multiple fulfillment centers across the country to enable optimal staffing. ➟ Directed the day-to-day business with USPS on delivery metrics, missed deliveries, and operations effectiveness.➟ Catapulted throughput 30% during peak season by visiting 20+ post offices and redesigning their footprint.➟ Developed deep partnership with USPS to ensure 99.9% delivery accuracy throughout sort center network.➟ Identified and secured $150K cost savings by renegotiating contracts based on actual and proposed sort center volumes.➟ Promoted 3 logistic administrators into logistic managers through training and development.

I transitioned in just over a year to develop and implement sort center standards and processes to maximize total throughput while increasing overall operational effectiveness. A➟ Analyzed, developed, and maintained metrics for day-to-day and weekly operational performance. ➟ Built a safety program, led a safety committee and safety ambassador program. Achieved a rate drop from a peak of 5.34 to 1.82 and a steep incident rate decrease from 222 per 200,000 hrs. in August to 49 by the end of the year.➟ Spearheaded the Flat Sort (Smalls Sort) testing process that enabled the facility to reach an hourly throughput of 12.7K/hour, a 30% increase from the previous record prior to the use of the Flat Sort.➟ Consistently had the lowest CPP (Cost per Package) in the sort center network.

In the first role of my Amazon tenure, I created and implemented recovery standards to ensure maximum asset recovery. ➟ Analyzed, developed, and maintained metrics for day-to-day returns, operational performance and to improve the returns operation process. ➟ Led PDCA cycles for process and cost improvements to increase safety, quality, productivity; and enhance customer experience.➟ Increased associates’ average units-per-hour (UPH) in customer returns from 15 to 19 over 4 months due to restructuring, continuous training, and development of new procedures.

Joining Brightpoint in 2012, I led all aspects of operations, developed client relations, built a culture of safety, and managed and led 300+ hourly associates and 7 team supervisors. I also handled budgeting, forecasting, and P&L.➟ Drastically reduced downtime (58%) and increased throughput 17% by creating advanced “start-up” processes.➟ Delivered more than $500K in annual savings by creating and leading continuous improvement initiatives. ➟ Decreased shrinkage by 5%, resulting in a $200K/month in savings by developing an inventory matrix.➟ Maintained 99.2% accuracy of vendor and customer orders.➟ Realized $100K annual savings by eliminating 3 hourly positions through partnering with 4 national account managers to develop and implement advanced production procedures and automation.

During my 2 years with Liberty Mutual, I coordinated claims practices and procedures for auto accidents and created best in class customer service model.➟ Attained a Customer Satisfaction rating at 99.7%—effectively creating a new standard.

As a transportation control supervisor, I led more than 10 supervisors on daily KPIs while maintaining positive employee relations in a union environment, effectively partnering with the Union on establishing KPIs through contract negotiations. I also managed 80+ employees performing package tracking measures. ➟ Set the standard as the first supervisor in facility history to achieve 0/10,000 misloaded packages over the course of 1 month and won yearly customer service achievement award.➟ Achieved 1-day and 2-day air freight delivery goals at 99.7% accuracy. Developed standard operating procedures (SOPs) for Load Accuracy and Quality.