- Responsible for an automated Advanced Logistics Center.- Supported the implementation of Pick to Voice. Used basic Lean principles to increase pick density and reduce travel. These combined efforts resulted in a 20% savings in labor and related costs.- Implemented Pack Size (customized cartonization). The final impact was TBD. Reducing carton size was in anticipation to the conversion from weight-based pricing to dimensional pricing by small parcel carriers.- Improved communication efforts with employees. Reinstituted recognition programs. Challenged management teams to improve consistency in policy enforcement. Reinvested in employee common areas. These efforts resulted in employee engagement scores improving by 25%, moving from 56% to 70% on favorable responses.

- Worked cross functionally with various departments to bridge understanding gaps related to inventory management, distribution and supply chain concerns. In addition, my team facilitated process mapping, documenting procedures, and developing reporting tools to monitor supply chain performance.- Worked with the Director of Distribution to review put-to-store processes and product flows. - Implemented new processes and led project work supporting initial product stocking for new store openings.- Introduced and trained on 5S methods. Implemented 5S in the distribution center including a cross auditing program by teams within the distribution center.- Explored segments of the supply chain in an effort to understand opportunities to reduce days of inventory. The results were centered on recommendations to move first article inspections further upstream to avoid return shipments, trim costs, and improve timely product delivery to stores.

- Coached the Bedding Collections Distribution Center management team on workflow and slotting. Slotting efforts centered on understanding ‘family’ product lines to reduce travel between pick-faces.- Reviewed transportation contracts and rate sheets. Made final recommendations to the VP of Operations.

- Managed distribution and 3rd party supply chain activities for a Houston based technology company. The operations included campus distribution facilities, customer on-site dock operations, local transportation activities, and management of supplier relationships and supplier owned inventories.- General Manager responsibilities included a solid line reporting structure for all shared services including F&A, HR, Customer Service, and Inventory Control.- Guided a transition effort that moved the operations from activity-based metrics to financially based metrics. The end result was a renewed focus on right sizing operations to reduce overtime and trim labor expense. - Through process redesign, implementation of a 5S program, improved consistency in Human Capital policies and training, we improved Payroll to Revenue metrics from 69% to a low of 53% over 2.5-years and realized an annual savings of over $6.5M.- Guided the implementation of a new operation for a market leader in the technology industry, including the full build-out of operations, training of staff, development of procedures, etc.

- Managed multi-client operations in 2 campus buildings spanning over 1 million SF. Multiple warehouse management systems, based on client requirements, were used. - Supported the development of a reporting tool resulting in a Daily P&L broken down by client and category of work. The improved visibility of financial performance facilitated more focus on poor performing accounts. This, combined with improved general management and accountability practices, supported a reduction in Payroll to Revenue of over 18%, equating to an annual savings of over $2.9M.- Launched the Pilot Site Operation for a 14-city rollout of distribution and transportation activities for a retail manufacturer and distributor. Assisted with subsequent installations and training programs focused on establishing program consistency.

- Managed a four-state territory comprised of 35 Field Stocking Locations.- Leveraged key metrics to drive performance and establish consistency across all sites.- Implemented a 2nd Tier management structure to drive accountability and to improve bench strength.- Managed multi-client distribution centers focused on distribution activities for several customers/industries.- Created new operations, developed improved metrics to support the on-going business initiative, developed business plans and managed annual revenues of $8M.- Assisted in relocating operations from Irving, TX to a new Fort Worth location at Alliance, TX.

Managed multi-client distribution centers in Dallas / Fort Worth, TX. Responsibilities included implementing new operations, developing improved metrics to support on-going business initiatives, developing business plans, and P&L management of all operations. Assisted in relocating operations to a new facility in the Alliance, TX area.

- Supported customers and internal operations in efforts to improve efficiencies and reduce costs.- Developed solid understandings of work measurement, routing & sequencing, planning, distribution network modeling, slotting strategies, etc.