Reported to the Regional Manager while overseeing six direct reports and 480 indirect reports in a 1.3 MM square foot distribution. • Wayfair's largest facility, which has the highest number of employees and the largest product catalog. • Ensured overall safety, quality, cost, and a positive supplier/customer experience.• Oversaw the management of various processes within the building. These processes included receiving, value-added services, reverse logistics, outbound customer orders, oversized or freight furniture, and cross-docking for both inbound and middle-mile operations. • Tracked sixteen critical indicators, including the Recordable Injury Rate (RIR), inventory accuracy (measured in defects per million opportunities or DPMO), trailer cube utilization, direct receiving rate, cross-dock accuracy/speed, outbound customer order fill rate, and units processed per hour (UPH). • Achieved 2023 YTD success - at least 99% to goal in every KPI• Average improvement YoY is 9.49% across all KPIs with the highlight being a 4% reduction in RIR, a 9.9% reduction in DPMO, and a 29% increase in UPH.

Reported to the Regional Manager while overseeing two direct and 220 indirect reports in a 1 MM square foot distribution facility.• Despite a 38% increase in workforce and the implementation of a "hire-to-train" PIV operator program, achieved a remarkable RIR of 3.8, the network-wide leader in safety performance.• The facility has achieved a 90% successful cross-dock rate despite tripling its capacity, demonstrating efficient logistics management. • On-time pick/ship rate has also significantly improved from 92% to 99.6%, indicating a high level of accuracy and timeliness in fulfilling customer orders.• Consolidated over 11,000 items, leading to a 12.2% increase in non-standard capacity. • Developed a robust labor planning process, weekly capacity assessments, and shift summary cadence, which reduced inbound and outbound backlogs from 9.2 and 1.9 days, respectively, to the network standard of less than one day.

Reported to the Associate Director while performing project management for 38 Home Delivery sites.• Partnered with the Process Definition & Continuous Improvement team to establish network-wide standardization processes. This partnership prioritized the areas that needed standardization and provided support in executing the standardized processes, leading to increased compliance across the network. • Elevated the network's performance by developing a standardization plan and an engine to drive its implementation. This involved identifying core processes, reformatting standard operating procedures (SOPs), creating corresponding job instructions and aids, and developing a self-assessment mechanism to ensure compliance with the standardized processes. These efforts have led to improved network performance and increased operational efficiency.• Provided quick and sustainable solutions to operational gaps by leveraging regional ambassadors. These ambassadors were responsible for executing virtual and on-site standardization efforts, ensuring that operational gaps were closed promptly and effectively. This approach has proven to be a successful strategy for improving network performance and maintaining operational excellence.• Fostered a culture of standardization by utilizing the results of self-assessments to conduct site assessments focused on addressing process gaps in the second half of 2021. This approach was instrumental in ensuring that all processes are standardized across the network, promoting a culture of continuous improvement, and maintaining operational excellence.

Reported to the Site Director while overseeing six direct and 350 indirect reports in a 1.3M square foot distribution facility.• Achieved a Pulse score of 52.4, which was the third-best in the network. The Manager NPS for direct reports was a perfect score of 100.• Reduced the Recordable Injury Rate by 47% year-over-year, demonstrating a strong commitment to safety. • Despite onboarding over 100 associates and managing a 35% increase in volume, the facility was able to increase Picking UPH by 20.5%, indicating operational efficiency.• Executed a reduced switcher staffing model, resulting in a weekly cost savings of $7,309, which translates to an annual savings of $380K.

Oversaw daily operations for more than 80 exempt staff and 2K hourly associates, taking the lead on overall safety, quality, performance, and customer experience. Supervised and mentored six Senior Operations Managers, more than 20 Operations Managers and 60 Area Managers each leading a department with 70 to more than 100 Associates. Coordinated activities so that shipping was on schedule and product was within quality standards and cost objectives. Guided strategic process improvement projects across all functions of the fulfillment center. Established high standards and goals for the Distribution Center and ensured these standards and goals were achieved.• Facilitated superior operational performance under fast-paced, high-growth conditions, coordinated the opening of the 800K square foot Distribution Center, communicating effectively with all levels of management and staff. • Guaranteed the Fulfillment Center met and exceeded the business plan while adhering to tight timelines by developing and implementing quality initiatives, process change initiatives, and other Lean initiatives. • Raised quality by over 25% and led the building to over 40% improvement in productivity. • Prioritized and successfully met customers’ needs and established financial benchmarks in overseeing all activities. • Onboarded over 2K hourly associates while maintaining and improving the operation’s competitive position, crafting and implementing policies and programs to guide the organization.

Managed all budgetary, people development, and operations related to the Quality and Learning organizations at a 1 million square foot Robotics Sortable Fulfillment Center. Provided decisive leadership and direction to a dozen salaried leaders and over 500 hourly associates. • Raised inventory accuracy 54% and reduced quality errors related to stow, pick, and count process paths 77% YOY. • Attained the highest variable cost per unit in Amazon Robotic North America for October, November, and December while overseeing major quality improvements. • Maintained peak productivity levels while coordinating efforts to become the first site to upgrade their Amazon Robotics operating system, sustaining 0 safety instances throughout the whole project. • Successfully opened a new Amazon Robotics site with the best inventory accuracy in launch history at an impressive 99%, managing the large-scale inventory transfer project from start to finish.

Delivered strategic level and long-term planning, including labor planning and rate forecasting. Managed entire quality control organization. Lowered defect injection rates and raised defects identified per count hour by leading successful continuous improvement projects. Forged alliances and coordinated with other leaders across the network to solicit and share process improvements and boost efficiencies.• Reduced amnesty per million transactions by 38% by pioneering an ambitious strategy including amnesty focused consolidation efforts, amnesty last touch audits, partial pick dumping, length/height/width audits, and dirty bin feedback. • Lowered stow false adjustments 36%, false pick shorts 40%, and pick error indicators 22% by creating a verified error audit system. • Optimized downtime and increased count hours 87% by initiating a new dark hour station staffing plan. • Transformed the department staffing strategy by focusing on error indicator audits and defects identified per count hour and training and supporting Robotic Storage Portal Standard Work Process Assistants on how to select audit candidates. • Crafted a comprehensive training approach to support an additional Amazon Robotics Fulfillment Center in Baltimore during peak onboarding, training new Area Managers on quality errors and feedback delivery and improving training materials, holding pick lunch and learn sessions with Operations and Area Managers, and auditing new hire associates. • Pinpointed additional amnesty related consolidation opportunities and increased consolidation via conflow pick paths by training the Baltimore team. Reduced amnesty per million transactions by 24%

Led Inbound and Robotic Storage Platform operations and supervised a team of 14 Area Managers and 500+ hourly associates. Reviewed work forecasts, determined productivity requirements, and partnered with other Operations Managers to balance labor to establish productivity plans. Directed the overall safety, quality assurance, productivity, and customer experience of the shift. • Guaranteed continual process improvements that bolstered performance 29% by implementing Standard Work Process Assistants to deliver mastermind, top offender, and non-constructive feedback, while performing error indicator and length/height/width audits. • First to systematically designate stow to prime stations to increase the rate 18% and effectively manage buffers. • Created a cohesive team of exceptional professionals and established a pool of talented leaders to move through the ranks of the company, launching a new operation with 12 out of 14 new Area Managers. • Produced eight Area Managers who were promoted in Q1 2017, two of whom were promoted to Operations Managers, after developing and executing a training program for Area Managers with dedicated focus periods in pick, stow, and count. • Consistently achieved results beyond corporate benchmarks and set the standard for performance, holding the record for most units (605,000) processed on an inbound shift in an Amazon Robotics building and achieving best in building stow and count rates during the 2016 peak. • Expertly balanced top performance with operational consistency, accomplishing low Pick Error Indicator DPMO (~3000) and False Pick Short DPMO (~250) while providing best in class pick rates and earning the lowest reactive stow miss DPMO (~3500) for 2016 peak while stowing the highest volume (300K / week more than the next site) in the network. • Received “Quality Beacon Award” in recognition of an extraordinary commitment to the fulfillment centers goals and vision among its 4,000 employees

Motivated, mentored, and coached a team of over 200 stowers and receivers to receive and stow inventory accurately. Sustained the highest levels of safety and quality while providing associates with the tools for success. Planned daily inbound volume and daily labor moves for over 350K items/units per day. Attended Customer Care training in Huntington, West Virginia to sharpen expertise and improve alignment with corporate goals. Championed productivity and efficiency through data-driven decisions and analytical problem-solving.• Set the record for the most units processed on a single shift in an Amazon Robotics Sortable Fulfillment Center (413,160 units). • Reached the highest overall shift throughput per hour (133.52) as Receive Area Manager on the first Inbound team to crack the 200K and 300K threshold.• Consistently delivered the highest stow rates among all Robbinsville shifts in 2015 and became Area Manager for the first Stow Team to reach a 300 blended stow units per hour rate (UPH). • Drove dock rates to consistently above 1500 UPH by spearheading the Receive Dock Project, Q1 2015, and Area Organization redesign.• Expanded inbound capacity by 60K per week via a plan to use available ICQA stations during their shift downtime. • Gained recognition as the First Stow Area Manager to break away from team concept and use cards to assign stow stations randomly and for achieving fast start numbers of more than 25 units per stower for the first 15 minutes.• Raised roster accuracy to 99%, improved associate experience, and obtained better connections data by implementing the “Who is my Area Manager?” board for Stow associates’ easy reference. • Strengthened the organization and created a reliable source of talent by hiring and developing the best people, serving as an Amazon Mentor as of May 2015 with over 20 Associates promoted to Tier 3 in 2014 and 2015.• Reduced out of work andons by 24% by developing & instituting a reward system for indirect associates.

Led the business administration and logistics functions for an organization supplying over 200 hospitals with over 1000 staff across 15 facilities. Delivered strategic financial management, inventory management, policy development, and change management to increase efficiency and promote a continuous reduction in expenses. Administrated the organization's financial resources to achieve business objectives and maximize value. Oversaw and controlled the ordering, storage, and use of components needed for production as well as the quantities of finished products for sale. Facilitated uninterrupted production, sales, and customer service levels at a minimum cost. Created policies that complied with the organization’s legal and social context. Defined and implemented procedures and technologies to deal with changes in the business environment and to profit from changing opportunities. Built goodwill with employees and shaped organizational culture.• Boosted annual profits 4% by saving over $127K by restructuring the Administration department, recovering $83K by selecting a new courier company, and lowering waste disposal cost by 46% by implementing controls. • Received “Gem Award for support of the Quality Vision” in recognition of an extraordinary commitment to the organization’s goals and vision among its 1,000 employees. • Increased storage space 18% by overhauling the warehouse layout and installing high-density rolling shelves. • Improved accuracy to 99% in forecasting reorder levels using cycle counts and reconciliation. • Generated $3MM in revenue by creating Standard Operating Procedures that led the company to charge 29% more for its products. • Bolstered compliance to 99% by initiating a regulatory compliance program for maintenance, employee schedules, and personnel files. • Minimized cost 72% by designing a new packaging system for shipments.

Promoted financial success and corporate longevity in managing the movement of goods between 3 manufacturing plants and the point of sale. Delivered projects effectively and efficiently and accomplished all of the project goals and objectives while honoring the preconceived constraints of scope, time, quality, and budget. Ensured company success by coupling project results to business goals. Developed individual and organization-level performance indicators. Aligned performance goals and objectives, measured and tracked performance, diagnosed performance deficiencies, developed group and individually tailored performance improvement systems.• Optimized and balanced delivery profitability and customer service in planning and executing the changeover from manual to computerized routing. • Increased distribution on-time efficiency from 92% to 98% through expert project management.• Improved overall efficiency 6% and reduced return rate 21% by using full returns as a Key Performance Indicator.

Lead distribution, human resources, and finance operations with full P & L responsibility at 2 sites with a total of 30 staff to ensure increased revenues and profits for accounts generating doing $20MM in annual business. Allocated resources for an upcoming budget period by analyzing historical data to determine the direction of future trends. Conducted long-term strategic forecasting and troubleshooting to identify and rectify operational issues. Provided important benchmarks for long-term operations, set priorities, focused energy and resources, strengthened operations, and ensured that stakeholders were working toward common goals.• Produced an $820K increase in revenue by expanding service capacity without an increase in fixed costs.• Increased profit margins by 0.8% by reducing payroll and developing a system to capture pass-through expenses.• Pinpointed and executed crucial organizational change to promote growth, such as determining maintenance should be vertically integrated via SWOT Analysis and applying techniques such as Industry Analysis and Analysis of the Competitive Environment.

Oversaw of all areas of continuous (24/7) manufacturing in a location with 40+ employees manufacturing 240K units per day. Directed activities with a focus on manufacturing approved products on-schedule and within quality standards and cost objectives. Identified and resolved challenging enterprise situations using a variety of conversation practices and mapping techniques. Improved employee relations through union negotiations.• Built a winning team of top-performing professionals by dedicating expertise in determining job expectations, writing job descriptions, selecting relevant appraisal criteria, developing assessment tools, and collecting, interpreting, and reporting results. • Set the standard for maximizing staff productivity by devising an operating plan with clearly defined performance standards, metrics, and workflows tracked against timelines and used to evaluate the performance. • Raised shift output 4% through retraining, shift meetings, and employee rotation. • Bolstered employee engagement 23% by facilitating productive, problem-solving dialog, visually mapping communication process flows, and establishing collaborative team practices and negotiation strategies. • Earned a reputation for resolving not only the immediate issue but using the opportunity to improve the business. • Created 13% more coverage while eliminating forced overtime by implementing a new work schedule.

Supervised all warehousing and distribution functions for a location handling 25K units per day. Managed 70+ employees and initiated measures to strictly adhere to legislative, safety, and organizational policies and procedures. Applied a methodical approach to introduce continual improvement and optimize underlying processes, and oversaw training and development of the team. Identified effective strategies and instructions that improved performance and helped employees attain a required level of knowledge and skill.• Enhanced customer value and delivered high levels of quality, achieving more efficient results through 12% cost reductions, shortening service and cycle times by 2%. • Streamlined operations and maximized efficiencies by creating and implementing a practical toolkit based on the best tools and techniques from Lean and process re-engineering. • Generated productivity and service gains of 12.5% by strategically restructuring and eliminating routes. • Reduced turnover 4%, enhanced skills, and increased morale by focusing on developing staff and addressing performance gaps. • Eliminated over $1500 in fines by training operations supervisors on hazardous material transportation.

Promoted organizational goals and consistent outcomes, leading a team of 16 employees and handling distribution for 13 locations of 20K packages per day. Developed targeted strategies to increase productivity, maximize efficiency, and manage human capital more effectively. Practiced lean management strategies to maximize customer value while minimizing waste, creating more value for customers with fewer resources. • Raised productivity 3% by defining operational requirements and ensuring the implementation of Lean strategies and initiatives, consistently meeting or exceeding business requirements and customer expectations. • Reduced rail cost by $114K per year by designing and implementing a program that increased load density. • Encouraged high expectations and a collaborative work environment, setting team priorities and performance objectives, reviewing performance and methods employed, and spearheading the team's decision-making process. • Displayed outstanding leadership and increased employee retention 3% by matching project objectives to team member skill sets, motivating the team to accomplish project goals, empowering team members to take ownership of a project’s success, and providing mentorship to aid the team’s success. • Nurtured future leaders in the organization and maintained a culture of excellence in mentoring and developing three new supervisors.