OVERALL: Manage multi-year, multi-million-dollar overall project to start up a new retail mobile maintenance division. Work with multiple departments to ensure all areas of the business are reviewed, action items created and followed up on, new systems and processes implemented.LOCATIONS: Create and manage projects for startups of three locations and one acquisition in the last year. OPERATIONS: Work with all locations on all support processes to help ensure all HR, purchasing, safety, environmental and financial processes are followed allowing the Operations Managers to focus on customer service and recruitment. Train Torque employees on all processes.IMPLEMENTED: Division tool committee with regular meeting to identify tools needed for mechanical, reefer and welding work; worked with Procurement to obtain a contract with tool supplier at substantial savings. Put in place an inventory tracking system, master files with New Hire and Termination checklists, training programs, HOS pilot with Lytx for ELD tracking, lodging program, loner device program, fuel card program.

Work with Fleet Maintenance Division (FMS) on Six Sigma projects* UCaaS Implementation / Rollout - Manage $2.8 million project to implement UCaaS systems across the company through 2022, as well as centralizing and automatically directing calls to the right department - Use Planview in both Continuous Improvement and IT roles to document all costs, savings, milestones, issues and risks* Insurance Bodily Injury / Liability Project – (2020-2021) – Project Manager - Managed project to remove liability insurance from ~12,000 units - with $30 million / yr savings - Worked with multiple departments across the company to remove liability insurance from lease vehicles; involved company system updates, tracking of removals, updates of company records - Ensured customers were communicated with regarding project, updated with new contracts and credits issued as needed* Implement electronic DVIR kiosk solution in shops going through change management. (2019-2020) – Project Manager - Ensured timely delivery of equipment from supplier - Worked with Shops to determine metrics scorecard and reporting requirements for eDVIR compliance

Responsible for operations, quality, lean and support functions for 36 locations • Directly manage accounts, managers, administrative personnel and drivers * Implemented Quarterly Business Reviews with customers and location managers • Direct managers responsible for Safety Support and Driver Support at 22 physical locations and 14 remote locations across the country * Implemented Safety incident investigation process for all incidents; created / issued Safety Alerts to all locations * Managed CDT (Certified Driver Trainer) Program • Lead weekly Recruiting call to monitor Team Vacancy Rate; vacancy rate dropped from 8.2% to 2.6% • Revamped customer KPI file working with customer to provide information for QBR meetings • Projects * DOT Centralization Project Team Leader * Electronic Logging Device implementation * Startup project manager for multiple locations * On-Board Computer implementation for eight customer locations—Non-Ryder, working directly with the customer • Financial training and support for AP / AR / month end reporting • Create and participate in customer Quarterly / Annual Business Reviews • Work with customers and Finance on Accounts Receivables • Resolve Accounts Payable issues for 42 locations with the location and supplier • Project lead for all new locations on our team • Work with locations and Claims on all collision and injury claims to investigate and close • Participate in senior leadership calls to prioritize projects and processes • Manage multiple databases

• Worked with multiple accounts and industries across the country to implement new systems, manage quality and lean projects, perform value-stream mapping, eliminate waste, document and streamline policies to bring value both internally and externally. • Lead multiple kaizen events with employees, customer employees, or both to address: * Liability Claims: Savings of $50,000 * On-Time Performance: Increased from 98.6% in 2007 to 99.4% in 2009 * Fuel Issues: Savings $200,000 * Safety: Savings $120,000 * Driver Orientation: Savings $150,000 * Warehouse Loading Process: Savings to customer $125,000 • 2014 Singapore Assignment—Worked for two months assisting operations/quality with startup of new warehousing/ kitting business for major technology company. Assignment was 7 days a week, 12-16 hours a day • Won Kaizen of the Year Award, 2008 • Project Lead: * Implementation of BuySmart (Ariba) Procurement software at nine Ryder-CVS locations * Implementation of GreenRoad safety software in tractors across eight Ryder-CVS locations, 2009-2010 * Startup of multiple Dedicated Contract Carriage locations * Implementation of PeopleNet OBC platform, 2011 * Implementation of AIB (American Institute of Baking) certification for Ryder warehouse

• Reported to the Executive Vice-President with two inspectors and one administrative assistant• Implemented and administered Cost of Quality Reporting• Implemented in-process inspection system• Designed and administered Engineering print control system• Implemented Master Customer File system• Designed, implemented and administered document control system for procedures, training documents and forms• Implemented nonconformance reporting system• Implemented and administered Change Request procedure• Implemented and administered in-house audits on plant floor

• Reported to the General Manager with one administrative assistant• Implemented and administered Cost of Quality Reporting• Designed and administered extensive Corrugating Downtime database and reporting system• Designed, implemented and administered Rework Process / Returns system• Designed, implemented and administered Internal Complaint system and reporting, as well as OT Reporting• Implemented and administered document control system for procedures, training documents and forms• Redesigned Customer Complaint database and reporting system• Implemented and administered in-house audits on plant floor• Implementation Lead with successful certification to AIB (American Institute of Baking) Standard

THE LANGSTON CORPORATION, CHERRY HILL, NJ MANAGER OF QUALITY ASSURANCE, 02/93 TO 02/00• Reported directly to the CEO and supervised 1 Quality Supervisor and 11 Quality Assurance Department employees• Implemented and administered ISO quality system and received ISO 9001 certification in 13 months• Formulated, maintained and monitored the Quality Assurance Department budget• Reported to Executive Committee on a regular basis the status of the quality system• Designed, implemented and administered company-wide warranty data base and reporting system• Implemented and administered in-house internal auditor training• Met with third-party auditors on a regular basis to maintain ISO registration• Designed, established and administered supplier certification program• Implemented extensive reporting of quality data by graphic representation• Designed and developed a Corrective / Preventive Action system• Designed, implemented and administered document control system for company-wide procedures / work instructions• Implemented in-process operator inspection in the Machine Shop• Implemented final machine checkouts for use prior to product shipment• Implemented and administered Customer Issue reporting• Designed multiple data bases to log information regarding Engineering Change Notices, Nonconformance Product Reports, Master Warranty List, customer complaints, document distribution control, Change Requests, field part failures, and corrective action