John Dolatowski Email & Phone Number

Birmingham, Alabama, United States

Financially and operationally responsible for a $60M asset trucking company and 3PL with 70 employees

Coshocton, Oh, United States

Manage day to day operations for the Ohio Site Terminal and drop yard. Coordinate fleet operations, ensuring safety, service, and revenue requirements are achieved

Nashville, Tn

Responsible for productivity, safety, and customer satisfaction of 25-30 driversMade the yearly top ten list for revenue producing driver managers in the companyMaintained an extremely high retention rate, losing less than ten drivers in my time with the company Held high safety standards, having zero time lost due to work-related injuryAssisted I.T. department, installing new cabling, switches, cameras, updating computer hardware, deploying operating systems, and assisting with day-to-day problems

Greater Atlanta Area

- Manage 20 night drivers and one loader, dispatch/plan 23 day drivers- Maintain a safe work environment and operate within D.O.T. regulations, helping the Atlanta terminal become the safest terminal this year with zero accidents/injuries- Created a new container inventory system, increasing accuracy and saving 3 management hours per day- Increase driver happiness/retention through accommodation, encouragement, and fairness- Manage rail/port cuts daily and schedule late gates when necessary, ensuring all loads arrive on time- Schedule backhaul for out of route loads- Route LTL freight in the most cost efficient manner- Managed the “exception report”, ensuring all loads were billed, driving unbilled revenue from $65,000 to zero in one month, and maintaining it at zero for the following months responsible- Created a chassis repair tracking/work order creation tool, increasing the number of repairs billed back to the chassis pools

- Managed 25 freight-handlers, five clerical/administrative associates, and one supervisor- Consistently ranked in the top three centers in the network for both overall and year-over-year productivity. Achieved 5.5% increase in production over previous year- Implemented a new process for handling small cases that decreased travel time- Increased efficiency on large trailer loads with many PO’s by using macros in Excel to pull label data from WMS and sort it by GTIN before printing labels. Saved an average of four hours per load.- Increased error handling efficiency/productivity with better communication through use of two way radios- Increased management floor presence, improving employee relations, by redistributing and streamlining the administrative workload- Automated a staffing rotation, ensuring equal distribution of work types and effectively cross-training receiving associates- Improving associate relations by increasing the associate-participation in decision-making and allowing transparency of information- Acquired supervision of the pallet-sorting and pallet-processing across the DC, resulting in use of less hours- Managed a staff of 15 order fillers responsible for picking 14 modules with an average of 40,000 cases per day- Learned operation of the Merge: handling unreadable cases, shutting off/turning on lines as necessary, managing jams over 12 miles of conveyers, systematically closing the batch, “toting” lines to signal batch close- Developed a way to direct small, unreadable cases down the correct shipping lines though the use of generic barcodes- Re-profiled freight that would not ride the conveyer system, or would not ride specific lines, resulting in less damage and less misrouted freight- Developed a staffing/tracking tool for the Non-conveyable department that staffed automatically based on volume and a rotation, tracked days since last observation and KPI’s

- Managed 35 forklift drivers responsible for a put away/replenishment process throughout the 2.2 million SqFt facility- Developed better communication with receiving management team to increase information sharing, helping both departments increase in productivity and quality metrics- Created tools to help forecast/analyze daily volume to correctly staff, reduce overtime, and meet KPI’s- Developed login badges for associates utilizing barcodes to login/change passwords to their RF units- Communicated with Casepack and staffed replenishment drivers so replenishment was done just in time

- Learned warehouse operations, from case picker to general manager- Developed a new process for hazardous materials holds that reduced chance of error- Developed communication channels with highest volume customer to more adequately forecast volume and staff appropriately