• Responsible for the timely delivery of 2,000 daily pharmacy deliveries throughout 27 states. Distribution areas include the Mid-Atlantic, New England, Great Lakes, Ohio Valley, and Great Plains.• Collaborate with customer’s distribution center management teams on issues relating to ongoing process improvement and issue resolution.• Manage all third party delivery vendors throughout the region, ensuring that pharmaceutical standard operating procedures, delivery protocols, and chain of custody guidelines are adhered to.• Provide oversight for various bulk mail deliveries to individual post office locations.• Conduct site audits of third party hub facilities to ensure operations and process compliance across the region.

• Responsible for the oversight and operation of a third party logistics managed, 390,000 square foot regional distribution center.• Monitor safety, quality and cost efficiency for the movement and storage of pet food. • Provide oversight of the food safety program and ensure that it remains in compliance with Safe Quality Foods guidelines, Module 7.2 (SQF level 2); Achieved an SQF level 2, re-certification audit score of 98 out of 100 in March 2017• Partner third party logistics personnel to allocate and manage staff resources to maintain inventory accuracy and product turn reporting. • Management of facility finances/profit and loss (P&L) and distribution center maintenance activities.Recognition:+ 2016 Supply Chain Award for the Monroe DC’s successful Third Party Conversion in October 2016+ SQF Practitioner Certification (Post-Farm Gate)+ Practical HACCP (Hazard Analysis–Critical Control Point) Certification for Food Processors + Good Distribution Practices Certification

• Based in an Omni-Channel distribution center for Business to Business (Contract), Retail Furniture and E-Commerce (Direct) customers -- Total line picks of 8M and shipment of 5M cartons throughout 2014-2015.• Responsible for all functional areas within a 250,000 square foot distribution center with 13,000+ SKU’s valued at $16 million, providing next-day service to a seven state area, and servicing business direct channels including: receiving, stocking/put away, inventory control, production, loading, administration, etc. • Cost center responsibility with annual operating plan of $12.2M for $300M in sales and containment goals. • Led a 10-person management team and an associate personnel population of 160+. • Developed and cultivated relationships with retail and business direct partners, insuring both internal and external customers received the highest levels of service. • Gained experience with Sort-n-Seg, Reverse Logistics, Vendor Consolidation, and Final Mile Delivery.Recognition/Expertise:+ Recognized as a process improvement champion utilizing PEX/Lean techniques.+ Achieved two Big Dawg (Facility Performance) Awards + # 1 DC for OTAC {On-Time, Accurate and Complete} in 2014. A customer facing metric that measures order accuracy, quality and timeliness of delivery.+ # 1 DC in Quarter 4, 2014 for Productivity improvement over the same period, prior year.

• Responsible for all aspects of Distribution Center’s $20,000,000+ transportation expense budget. • Oversaw successful market conversion of third party delivery vendors for region consisting of: Cincinnati, Columbus, Nashville, Pittsburgh, Louisville, Lexington, and Indianapolis.• Restructured manager responsibilities and coverage areas to provide improved service and responsiveness to internal and external customers.• Reduced overall transportation expenses by $1,600,000 in 2012 when compared to 2011.• Produced transportation expense budgets with regional transportation leadership and corporate accounting.• Managed and maintained strong business relationships with third party carriers: UPS, Courier Express, Prestige, Ceva, Pitt Ohio, R+L Carriers, Averitt Express, JB Hunt and City Dash.• Orchestrated distribution of 30,000 orders per week, totaling 4,200,000 cartons annually.• Piloted Oracle Transportation Management (OTM) system for LTL deliveries; Became the first facility to implement this initiative, leading to more than $500,000 in savings for distribution centers, nationally.• Achieved a rank in the top five distribution centers in the company with on-time delivery {> 99.30%), delivery only Re-Work {< .35%}, and service requests {< .25%} from 2007 to 2013.• Acted as the regional leader for Kaizen/Lean Culture Implementation from 2011-2013.Recognition:+ Awarded Office Depot “Transportation Champion Award for Customer Focus”.+ Earned Office Depot “Transportation Champion Award for Inclusion” based on collaborations with third party vendors in the Mid-East region. + Received Office Depot “Supply Chain Excellence Award: Distribution Center of the Year”. This award was for facilities producing > $125,000,000 with cost of goods sold.+ Received 2014 “Core Value Award” for accountability from Office Depot’s Ohio Valley Region Sales Division.+ Received Junior Achievement “Job Mentor Award” for 2012-2014.

• Responsible for day & night operations, as well as transportation from October 2004-April 2005. This included management of employees, managers, process improvement, safety and distribution center financials.• Finished Fiscal Year 2005 116bp under budget resulting in a $2,200,000 expense savings vs. the previous year. Ended the year at 15.95% vs. expense plan of 17.11%. year-to-date for 2004 = 18.00%.• Developed a $17.4 million expense budget for 2005 in partnership with Director of Operations for the Detroit distribution center.• Led the total reorganization and restructuring of management team and internal accountabilities.• Restructured the internal and warehouse supply ordering process and stabilized monthly fluctuations • Implemented significant changes in the overall safety of the facility, including preventative maintenance on machines, rack repair, and entry/overhead doors. These changes were all facilitated while reducing overall maintenance expenses by $38,000 compared to the prior year.• Responsible for 160 hourly employees and seven department managers within a 160,000 square foot facility with 11,000 different SKU’s valuing > $12,500,000 during my tenure.• Achieved a 20% reduction in overall accidents in 2005 vs. 2004, with zero accidents in Quarter 4 of 2004 and Quarter 1 of 2005.• Reduced distribution center shrink by 72% compared to the 2004 inventory cycle. Achieved an 88% reduction in last three quarters of 2005 inventory cycle after taking on this responsibility.Recognition:+ Received Best Overall DC Award and Customer Service Index for Central Region.

• Responsible for the management of a $9,500,000 transportation budget, a staff of 60 and a volume of 50,000 cartons per week.• Detroit distribution center transportation finished under plan in expense for the first time in its’ history under my leadership in 2004: {$193,000 under “flex” plan/ $489,000 under forecast}.• Responsible for project planning and execution of total outsourcing of a private fleet to an outside vendor. This initiative saved $450,000 in transportation expenses in 2005 vs. 2004.• Overhauled transportation P&L accrual process resulting in the reconciliation of $550,000 in outstanding invoices. $500,000 reduction in expense from 2001 to 2003.• Reduction in headcount through attrition, combined with a 25% increase in productivity yielded $370,000 savings• Fleet reduction due to increased productivity yielded $80,000 savings• Improved AM & PM dock time by 30 minutes per driver yielded an additional $50,000 savings• Became the creator and Chair of the Seasonal Order Committee: assembled hourly and management employees from Operations, Transportation and Sales to work together during our “Back to School” season. This became acknowledged as a “Best Practice” for all of Office Depot’s distribution facilities immediately thereafter. • Increased on-time deliveries from 99.25% in 2001 to 99.6% through June 2004.• Increased driver productivity by 25%. Stops per hour increased from 5.2 to 6.5 stops per hour between 2002-2003. Productivity levels were maintained through conversion to third party vendors in June 2004.• Responsible for developing and maintaining business partnerships with Velocity Express, Hazen Transport, FedEx Ground, UPS, Conway Central Express & JB Hunt.• Elevated 1091’s Customer Service Dispatch department to #1 among Office Depot’s 22 distribution centers in customer responsiveness and issue resolution.

• Responsible for the development of 15 unique delivery routes for product distribution in the Cleveland and Toledo sales markets (Contract, Retail and Internet sales)• Recruited, hired, and trained the delivery drivers needed to staff the market.• Reduced transportation expenses in these markets by $250,000 in the first year of operation.

• Responsible for an 18 person sales force servicing 2,500 accounts. • Maintained delivery schedules and monitored product mix of 240 SKU’s in seven distinct business channels.

• Accountable for all sales and marketing of all Pepsi-Cola products in retail stores, communicating with store managers on a daily basis to meet customer needs. • Achieved #1 in Sales Growth in 1996 and 1997.