• Responsible for standardization of global processes and implementation of best practices to drive efficiency, reduce cost, and improve customer service to 110 countries. • CAPA ownership and resolution, working with cross divisional partners through use of PFMEA and RCA. • ISO 9001-2015 and ISO 13485:2016 internal and external audit team member • Projects: (leading global cross functional teams) - Co-Lead global cold chain packaging performance improvement project - Cold Chain Equipment validation IQ, OQ, PQ and development of process manual- Performance and cost analysis for NPI and packaging from M&A- Americas innovation and transformation project

• Mentored 3PL leadership team in managing quality action teams. • Reduced customer DEFOAs (quality defects on arrival) by 55%- Lead the DEFOA claim review team to improve the investigation process and provide feedback with to operational leadership - Guided 3PL leadership in implementing system to measure and track the effectiveness of processes within the facility- Collaborated with internal and external cross functional team to improve packaging of items damaged in transit to our customers- Provided data analysis and feedback to give directional data for continuous improvement efforts• Presented cost analysis and operational plan to executive leadership for insourcing of logistics operations- Mentored new operational leaders - Constructed leadership playbooks for functional areas within sites. - Inventory management (ABC cycle counting, E&O, safety stock, inventory turns, material lead times, dock to stock metrics, RCA inventory into NCR, quality MEA)- Lead cross functional quality action teams through LSS DMAIC approach to improve processes across multiple functional areas - Multiple site automation and new technology projects and pilots• Lead development of SOAR (Strategic Operational Analysis Reporting) performance measurement system - (2019 Agilent Innovates award winner). • Created capacity planning tools to improve shift alignment, which lead to improved ‘on time’ performance• Project lead - ‘no one left behind’ training program

• Responsible for CTPAT Tier 3 certified Inbound operations on both 3rd and 1st shift • Managed team of four direct reports and 60 associates • 1st shift duties including inbound operations processing of both domestic and international container, truck loads, LTL, freight claims, in addition to assisting outbound processing 200 to 225 full pallet pick tasks, daily• 3rd shift duties included ABC cycle counting, empty bin checks, and replenishment activities.• Reduced operating costs 4% by streamlining existing processes flows then negotiating improved rates with vendor who supplies staffing that unloads floor loaded international inbound containers. • Reviewed material suppliers to reduce costs by 6% over previous year. • Improved throughput CPH exceeding annual goals with a 40% increase of inbound volume.

• Responsible for outbound order fulfillment and on time delivery of Next Day Air, LTL and fleet truck customer orders.• Redesigned outbound processes and scheduling which resulted in resulting year-over-year improvement in quality by 3.1%, overtime reduction of 3.8%, as well as increasing production output by 6%.• Served as an effective change agent by transforming a department with the highest safety incident rate in the region to a record-breaking incident free department• Oversee the workflow through automated warehouse conveyor system, reviewing and planning both present and future outbound order management waves.• Change agent through cross-organizational inefficiencies and morale issues, conducting extensive cross training, and continuously encourage open communication.

• Leader of both inbound and outbound “High Performance Teams”, Essendant’s approach to Six Sigma- Facilitating training and implementation of LSS principles, implementing 5s, bi-weekly Gemba walks, associate engagement in PDCA, performance communication enabling teams to meet business objectives. • Developed KPI, tracking system and provided analytical analysis enabling operations leaders to improve performance, resulting in achievement of 161% of corporate year-over-year improvement goals.• Developed engineering plan and standardized tools which resulted in a 38% improvement in pick efficiency. Implemented this plan and tools in 33 sister facilities.• Reviewed and redesigned inbound processes and flow of materials resulting in a 27% reduction in FTEs, while reducing dock to stock lead times by 66% • Designed and implemented an individual/group quality & productivity tracking system for receiving, put-away, replenishment, and picking that resulted in marked improvement in all areas

• Fulfilled overall management duties with both Inbound and Outbound responsibilities for second shift operations within 2+M sq ft facility.• Responsible for both short- and long-term 2nd shift staffing and capacity planning.• Increased departmental productivity by 7% while maintaining KPI performance standards.• Implemented procedures and controls to provide efficient process flow for the inbound operations.• Planned and implemented on time and under budget, a successful inventory move that included facility layout for optimal efficiencies.

Hired as the Transportation Manager and was promoted to Distribution Manager after 2 months.• Incorporated Lean manufacturing processes and data analysis which resulted in improved internal operations and reduction of cycle times, thus, increased facility profitability by approximately 18%.• Improved outbound order fulfillment accuracy from 97.5% to 99.3% through process analysis and performance measurement communication.• Conducted quarterly budget and operational reviews with executive management. • Implemented a cross-training plan that effectively allowed a significant reduction in operating expenses while providing opportunities for employees that are both challenging and rewarding.• Conducted employee orientation training for two different Warehouse Management Systems (WMS). • Responsible for management of two multi-shift facilities

• Promoted from supervisor to operations manager within 2 years after a proven record of increased productivity, reduced expenses, and demonstration of team building skills.• Management responsibilities included multiple shift packaging operation and both outbound, inbound, and emergency order fulfillment operations in 680,000 square foot facility with three direct report supervisors and 120 employees.• Served as primary operations team member on two Black Belt Six Sigma quality initiatives• On time shipping performance of 99.99% and inbound material cycle time of less than ½ day.• Managed transportation and scheduling to over 250 different destinations and over 800 direct emergency shipments world wide via rail, ocean vessels, air, LTL and truck load carriers.• Reduced overtime from 19% to 3% within a five-week period through communication of performance measurements and implementation of productivity improvement plan.• Developed and implemented processes and procedures for start-up of new operations within the distribution center.• Served as training manager during implementation of a new warehouse management system (WMS).• Decreased departmental operating costs by 25% through reduction of headcount by process analysis and implementation of streamlined productivity and quality measurement standards. • Developed and submitted inbound operations business plan that resulted in landing new business for the company.