Specializing in intermodal logistics and warehouse operationsIn this role, I am currently leading operations for the entire business. I lead a team of professionals in the growth objectives, contractual compliance initiatives, and performance management procedures for this small business.During the first year, I led the team to over 30% growth in revenue in both its trucking and warehousing business lines. I also took on additional responsibilities in leading operations for the finance, IT, and business development functions throughout the business. I have enjoyed success in strategically hiring key individuals in each of those functions to further foster the growth of the business.

In this challenging role, I led the Armored Transportation Service and logistics operation covering all of Central New Jersey and Southeastern Pennsylvania. I was directly responsible for P&L performance, scheduling, routing, and all logistics operations for this mid-market branch. I had the privilege of being recognized very quickly for being an expert at financial forecasting and expected business performance month-to-month. This was a challenging position, very hands-on, but what a great experience. Good company to work for with a lot of great people in its organization.

Management and Operations ConsultingProvided strategic growth services and performed due diligence on potential opportunities for a client in the federal government contracting space. Performed full financial analysis and provided operational efficiency solutions for implementation in 2015. Consulted and advised three private equity firms in 2016 in pursuit of large business opportunities in the government contracting space. Provided subject matter expertise on targeted, potential acquisitions and guided the firms on future expectations.http://firstexponentsolutions.com

Led the operation of the Secured Transportation and Cash Vault Services for the states of Delaware, Maryland, Pennsylvania, Virginia and Southern New Jersey with 14 independent facility locations. Prior to that I led teams in Central and Northern New Jersey, New York, and Connecticut with 5 locations. Faced with numerous challenges, I was instrumental in raising the level of talent in my team and improving gross margin performance through customer centric operations, process improvement, and growth-focused initiatives. Also worked to save over $1.5 million dollars in labor year-over-year.

When I began in this role the division had experienced an earnings loss for the first time in its sixteen year history. Being faced with a significant challenge, I gave my commitment to the board and my team that we would turn things around, which is exactly what we did in a very short period of time. I handpicked an elite group of professionals to help get us to that point and we were able to transform the negative EBITDA from (-4.1%) to 14.2% in just four quarters.As a leader and mentor, much of my time was spent developing my managers. I encouraged autonomous decision making to drive the desired results and achieve a shared sense of focus. The voluntary annual attrition rate was reduced from 30% to 13% which drove close to $32 million in savings from recruiting, training, and vetting/clearing of new staff. By frequently traveling up to 75% of the time to business locations and conducting face-to-face meetings with employees and customers, I was able to gain employee buy-in, trust and confidence in my leadership. I’m happy to say that in addition to achieving performance excellence, a much greater level of satisfaction was reported at the frontline levels of the organization.

When I accepted this position I took on a challenging leadership role. The majority of the employees were in remote locations, being a national organization. In addition, I led a number of different functional areas within the company. I led division operations encompassing training, integrity assurance, process improvement, mobile applications and productivity, communications, and the quality control for all contracts, totaling over $300 million in annual revenue.Together with my team we implemented and supported mobile-field hardware and applications to include smartphone applications supporting division contracts. I was the direct point of contact and liaison officer working closely with the IT organization to ensure development of web-based applications that utilize mobile resources.

 I led the teams responsible for the review and quality assurance of all divisional contracts, including centralized record processing, credit reporting, and other record functions. Process improvement projects in the business were an important part of my role with a special focus on cost containment and productivity improvement initiatives.Leading each unit’s performance, I was recognized via promotion as a business turnaround specialist. I am proud to report that under my leadership the division’s revenue per day metric improved 29% from a $1 million to $1.4 million daily run rate.

-Led business unit for a private security, risk management, background and security clearance processing enterprise. -Managed the operational performance of a $60M business unit with 11 states in the northeastern United States consisting of 430 employee investigators, 100 subcontractors, 22 field team leaders, 8 workload managers and 5 district managers.-Responsible for the delivery of investigative services measured on timeliness, quality and financial performance.-Provided and developed monthly, quarterly and yearly strategies to execute on business and operational goals.-Led business development efforts within territory which included the management of a $7.5M pipeline

District Manager – St. Louis, MO District • Established the first USIS district office in St. Louis, MO building the program to 55 Investigators covering four states (MO, IL, AR, IA). • Handled full-charge fiscal management and P&L responsibility, budget planning, cost/expense control, case management, production control, customer relations, and staff morale. Ensured levels of service to key accounts such as Army and Air Force customers at Ft. Leonard Wood, and Scott AFB.• Selected as acting Business Unit Director in January 2006 in the absence of regular staff and anticipation of promotion. Ran 8 districts in 14 states.

Directed full-charge fiscal management, P&L performance, cost/expense control, vehicle leasing, utilization, logistical planning, customer relations, and staff retention. Ensured levels of service to more than 100 long-term customers.Improved business from a 25% gross margin to 40% gross margin in one year through customer development efforts, new customer acquisition, longer-term agreements with current contracts, and by driving the highest vehicle utilization in the central business unit’s fleet.Delivered new business in excess of $100K per quarter to location and received an award in recognition of the accomplishment.