Responsible for all end-to-end logistics and distribution center operations for a global manufacturer, marketer, and distributor of iconic connected fitness equipment brands—Bowflex—Schwinn—Nautilus• Right-sized distribution center network consolidating a three DC network to two saving Bowflex $2.2M annually in expense.• Executed capacity analysis and RFP for outbound transportation network enabling a 50% increase in outbound capacity for the D2C network while saving $600K annually. Included a transition from FedEx to UPS improving on-time delivery performance from 87% to 96%• Planned and executed a carrier/provider switch of the Bowflex final mile/white glove service for the treadmill and home-gym products. The transition delivered a significant improvement in customer satisfaction and on-time delivery performance• Implemented daily logistics dashboard that enabled visibility to KPI’ service, cost, safety, and capacity performance. Dashboard was available for full visibility from CEO down through all cross-functional departments at Bowflex

Built by enthusiasts and for enthusiasts, Enthusiast Auto Holdings (EAH) has grown from a family-owned Volkswagen repair shop in Wadsworth, Ohio into one of the largest specialty e-commerce companies in the automotive aftermarket industry. EAH designs, produces, and sells proprietary parts and kits for a rapidly growing number of automotive makes and models, and it partners with hundreds of other performance brands to bring the enthusiast community an unparalleled customer experience. Over one million enthusiasts follow EAH's banners on social media.Led all ecommerce fulfillment and logistics operations across four brands in the EAH portfolio of aftermarket and performance auto-parts industry• Led a four-site fulfillment center network delivering same day shipping for all D2C U.S. customers• Championed fulfillment “process improvement” initiative launched in the Ohio operation charged with efficiency and service improvement in the largest operation in the network. Identified several improvements including the implementation of an automated pack machine improving outbound capacity by 80%. ROI for this $1M investment was 6 months• Negotiated and implemented contract extension with FedEx delivering an annual savings of $500K

Led Logistics and Customer Service organizations supporting Dearfoams, Baggallini, and Foot Petals brands. Scope of responsibility included the movement of finished goods inventory from origin (China & Cambodia) to the wholesale, retail, and ecommerce customer base. Network volume included 24M imported units, 10K SKU’s, and 2,500 ocean containers Managed development and execution of a domestic warehousing, distribution, and fulfillment 3PL RFP achieving a 45% improvement to key customer service level metrics Spearheaded transition from incumbent 3PL to current 3PL for all domestic warehousing, distribution, and fulfillment. The transition was accomplished in a four month window including all systems integration on time and on budget Created and conducted an ocean freight forwarder RFP providing a 15% annual reduction of ocean freight expense Initiated and launched a POE (Port of Entry) DC Bypass program for large seasonal programs driving a $300K annual logistics expense savings. Pioneered new tools for capacity planning, KPI measurement, supply chain visibility, and a logistics performance dashboard Implemented capacity and infrastructure capabilities facilitating 600% growth in company’s ecommerce/direct-to-consumer volume over a 3 year period

Strategic logistics operations consulting practice specializing in the ecommerce fulfillment industry. Entered a one year contracted engagement with Newgistics, Inc. Launched new tools for capacity planning, KPI measurement, and metrics reporting for fulfillment operations enhancing efficiency and service gains to company’s customer portfolio Constructed and implemented SOP’s for fulfillment center operations Devised a fulfillment center “masterplan” incorporating operation layout changes, capital investment, and system enhancements. “Masterplan” recommendation was projected to overhaul space/storage utilization by 40% and increase labor productivity by 38%

Led Supply Chain organization including finished goods procurement, inventory management, customer service, distribution center network, and logistics supporting a $500M revenue emergency medical supply company Initiated KPI metrics and reporting across a 7 DC network and a 3 location phone center platform revamping efficiency and customer service performance. Supervised design and implementation of industry best practice SOP’s across a 7 DC network catalyzing consistent financial and service level performance across network

Led 3rd Party Logistics operations supporting a client portfolio with logistics revenue in excess of $100M. These operations consisted of distribution centers, ecommerce fulfillment centers, and reverse logistics return centers servicing strategic customers such as Walmart, Toys R Us, Coty, and Diesel. Scope of responsibility included managing over 2.5M square feet of warehouse space and an associate headcount in excess of 2K Orchestrated startup of 9 distribution and fulfillment center operations in the US and Canada supporting new business growth Managed implementation of engineered standards and LMS (labor management system) integration across four sites improving labor productivity in excess of 30% Negotiated and conducted contract extensions across portfolio of customers providing continued revenue stream in excess of $50M

Executive leadership for a 3 distribution center network supporting 800 retail stores with revenues of $2 billion. Total square feet of distribution space exceeded 2.5M with a team member headcount in excess of 1K. Total annual operating budget of $55M. Directed planning and start-up of a greenfield 730K sq. ft. distribution center in Alabama supporting 175 stores in the southeast US. Project was on time and on budget Guided implementation of engineered labor standards across the DC network achieving productivity improvement of 28% Spearheaded structured DC Cycle Count program enhancing inventory accuracy and enabled elimination of wall-to-wall physical inventories

Executive leadership for multiple distribution centers and logistics operations supporting multiple brands within the L Brands portfolio. Scope of responsibility included at $90M annual operating budget, 3M sq. ft. of distribution space, and in excess of 1,500 associates. Operations serviced 1800 retail stores with annual revenue of $3.3 billion.

Responsible for the highly automated distribution/fulfillment center operation that enabled the timely and accurate processing of merchandise receipts, order fulfillment, customer returns, and inventory control. P&L responsibilities included a $20 million payroll budget, a $75 million postage/shipping budget, and a $5 million packaging budget that supported a $800 million direct-to-consumer business. Staff included 1 Director, 3 Senior Managers, 3 Managers, 25 supervisors, and 900 non-exempt associates.• Researched, negotiated, and implemented several parcel shipping strategies with carriers and expediters that achieved an annual savings of $1.3 million.• Designed and implemented order fulfillment and package delivery capability to support targeted growth into Japan. • Initiated a detailed capacity analysis that identified projected “pinch points” in the fulfillment center through the year 2002. Capital budget requests were submitted and approved with significant operation expansion completed in 1998 ($12 million project)