Led 2 account Directors with a total of 27 salaried leaders and +350 hourly teammates in supporting one of the companies most dynamic and challenging customers in both the eCommerce and Retail market for cell phones. Successfully led the teams through 2020 peak and 2 NPL launches which included the highest volume ever produced in the facility and subsequently receiving recognition from customer executives for a 99.7% effective rate of execution. Maintained and/or exceeded both revenues and contribution margins during the same period.

Oversight of 4 facilities (Amazon and Rockwell Automation) across the US. As the operation voice in a collaborative effort, recruited, hired and developed training plan for a salaried staff of 60+ and an hourly work force of 350 at launch and upwards of 600 during peak seasonal demand. Startup engagement included cost model validations, warehouse layout, conveyance systems, material handling equipment, vendor relations and virtually all aspects associated with the operation with the intent of handing it off to local leadership and then directing the operation remotely while launching more sites in similar fashion.Traveled to Europe for data mining and validations, pursuit of best practices and establish “across the pond” relationships. POC for customer facing during development and launch of the operations for single facility budgeted to generate in excess of $50MM in annual revenue.

Senior operations manager – Hilti Tools account (Dallas, TX July 2015-March 2017)Senior operations manager – Amazon account (Fort Worth, TX June 2013-June 2015)Site Manager – Hewlett-Packard account (Memphis, TN October 2007-May 2013)Change ManagementFacility Planning and FlowLabor PlanningKPI AnalysisSafety AwarenessCost ControlsEmployee EngagementCustomer RelationsLeadership TrainingLean ImplementationBudgeting/ForecastingInventory Control• Created an employee culture to positively accept and embrace Lean methodology and tools. • Achieved Lean certifications of Bronze in 3 facilities and Silver in 1 facility.• Won the company’s global sustainment award for 3 Green Kaizen initiatives.• Launched the company’s largest customer savings Kaizen event that netted $22MM in 3 years. • Improved safety programs and employee engagement resulting in 2 separate facilities celebrating 400+ days without a loss time accident.• Negotiated with material handling equipment vendor to enhance and include on-site training programs.• Negotiated with temporary staffing companies to improve recruiting, on boarding and training at no additional cost.• Managed a rapid facility start-up executing 1st receipt of material 21 days after receiving keys to new warehouse.• Executed first shipment for same rapid facility start up just 8 days later. • Increased quarterly operating income 380% in 2nd year from a 1st year $1.11MM loss to a $422K gain.• Increased annual operating income from 4.5% on $3.86MM revenue (2010) to 23.5% on $4.47MM revenue (2012).• Trained and Mentored 6 operations managers and 14 supervisors in Servant Leadership.• Managed value-added services department in 3 separate facilities totaling 2.1 million sq. ft. and 300+ employees.

Specifically requested by the customer to stay on and manage the account after engaging in a collaborating planning and launch strategy session. Directed all aspects of two separate 125k sq. feet facilities; including, budgets and forecasts in excess of $8.5mm, safety, equipment maintenance, vendor and staffing relationships, direct customer facing and executive reporting. Responsible for Policies and Procedures training and adherence throughout the facility. Each facility consisted of an Operations Manager, 2-4 Supervisors and 40-60 Employees. Responsible for fostering a culture of employee safety and engagement by developing and training a leadership team by creating an “employee first” mentality. Accountable for all Key Performance Indicators (KPIs) and the development of enhanced Quality Control Procedures.

After establishing myself as a successful Site manager was selected to open and run the company’s newest and largest customer, as their first U.S. based 3rd party logistics provider. Operated and managed all aspects of a 495k sq. ft. facility including, safety, quality, pick-pack-ship efficiencies and financials. Responsible for Policies and Procedures training and adherence throughout the facility. Directed work force; including, management of flex staffing ranging from 20 to 300 full time equivalents and 9 salaried leadership positions. Implemented and directed the accounts first visual Cross-training Matrix to enhance in house competitiveness and team spirit.

Responsible for all aspects of a 120k sq. foot facility. Management of inbound and outbound operations, inventory management and value added services. Additional responsibilities included staffing, facility maintenance, vendor relations, operational performance analysis, financial budgeting and forecasts.

Started as a glaucoma technician conducting glaucoma tests with the GDx imaging instrument, ultimately responsible for maintaining a network of over 300 referring and co-managing optometrists (ODs), tracking revenue, and managing equipment and salary costs.Participated in the launch of the Southern Eye Institute, a 501(c)3, that is currently operating a year-round ophthalmology and optometry clinic in Sierra Leone. Promoted the practice through networking, media campaigns, and participating in health seminars and continuing education programs as well as bringing new optometrists on board, and in one year, increased the network of doctors by 110 percent, and the number of patients tested by 200 percent.Managed a continuing education (CE) program for networking ODs, which included determining topics and contracting speakers; and established partnerships with various local wellness facilities.

Managed and directed operations for a privately-owned packaging company; responsible for Occupational Safety and Health Administration (OSHA) compliance, production quality, materials management, staffing, and vendor management while serving in successively responsible roles earning a promotion from Materials Manager to Plant Manager in less than two years. Maximized technology and automation to establish material staging areas that increased the flow of material, decreased downtime, and reduced cost per piece by 30 percent, while engaging with employment agencies to meet staffing needs, resulting in a 75 percent reduction in overtime costs.