Responsible for all site operations and building management, servicing the northeast. Job Duties:- Manage internal and external building operations to achieve optimal efficiencies.- Lead and manage operational expenses and seek constant cost improvements.- Evaluate and implement process improvements across all site functions.- Successfully negotiate and provide conflict resolution with vendors, staff, and cross-regional sales organizations.- Ensure facility is compliant with all federal and local laws, including OSHA requirements.- Analyze and oversight of staffing requirements for areas of responsibility.- Conduct daily and weekly performance meetings as needed.- Manage, mentor, and lead a management staff of direct reports.- Maintain the security of all company assets.- Travel to other branch locations (approximately 10%).- Full P&L responsibility.

Appointed to takeover the Northeast Area Distribution Center. Lead and direct the workforce through five subordinate leaders. Total P&L responsibility. Accountable to 14 Key Performance Indicator metrics related to SQDCP (Safety, Quality, Delivery, Cost, and People). Short-term accomplishments (9/22 - 12/23) include:• Top 3 for Quality• #1st Place for Total Productivity (from 13th)• 75% reduction in customer backorders year-over-year• +28% year-over-year sales lines increase• +$1.5M year-over-year Fixed & Variable P&L savings • +$1.2M year-over-year reduction in Vendor Payable liabilities (RQV)• Facility renovation, upgrades, and standardization• Re-certifications/accreditations w/ISO & National Board of Pharmacy & Homeland SecurityCollege student @ Organizational Management major w/Industrial Psychology minor. 3.71 GPA. Dean's List Recipient. Various awards from all employers.

Advance a culture of quality and performance excellence within the Customer Channels Group North American Distribution Network. Lead cross-site and cross functional continuous improvement projects aligned with the organization’s strategic objectives. Partner with company leaders to define and execute operational effectiveness improvement initiatives that move the needle across the network. Significant • Coordinated, trained, and supported the success of (6) National Board of Pharmacy (NABP) Accreditation Audits, (5) internal ISO Audits, (9) Sarbanes Oxley Financial Audits, and (12) International Standards Organization (ISO) re-Certification Audits across the U.S. Distribution Network. • Responsible for the operational coordination, planning, execution, and integration into a new $35M Pacific Northwest facility on-time and on-budget. • Reduced outbound order fulfillment errors by 36% and Inbound Vendor Payable Liabilities 49% ($1.9M) through multiple PDCA & 8-Step Practical Process Improvement initiatives to identify root causes and implement change to eliminate them.

Manage the entire distribution center operation through subordinate leaders. Responsibilities include: P&L development and oversight. Timely and accurate delivery to customers throughout the entire New England and Upstate New York areas. Attainment of warehouse productivity and performance metrics including all Receiving, Put-Away, Picking, Packing, Shipping, and Inventory Control functions. Training and motivation of personnel as well as oversight of employee development programs. Ensure compliance with all governmental regulations is met.

Drafted to lead up to 230 non-Union operational associates to control safety, financial and departmental performance levels that support attainment of Direct to Consumer (D2C) fulfillment center financial and customer service objectives. Establish employee engagement strategies, performance indicators, productivity measures, and drive accountability to satisfy high levels of employee and customer satisfaction and unit per hour objectives. Standardize operational practices for sustainment of effective recruiting, engagement, resource planning, and expense control. Facility communication champion, motivator, and inspirational speaker.Significant accomplishments include; Lead distribution center operations through two one-million package peak holiday seasons, delivered on-time and according to plan by eliminating barriers, setting expectations, motivating and engaging associates, and partnering with other operational leaders. Rebuilt team by adding supervisory and associate job structure, standardized resource planning process to manage scheduled hours and job assignments to control department expenses and meet key performance indicators. Improved associate engagement 31% through recognition, dedication to supporting associates, and by gaining buy in and helping associates to understand organizational or departmental changes taking effect. Awarded for leadership three times.

Lead 188 non-Union operational associates in Returns and Receiving to control safety, financial and departmental performance levels that support attainment of Direct to Consumer (D2C) fulfillment center financial and customer service objectives. Establish employee engagement strategies, performance indicators, productivity measures, and drive accountability to satisfy high levels of employee and customer satisfaction and unit per hour objectives. Standardize operational practices for sustainment of effective recruiting, engagement, resource planning, and expense control.Significant accomplishments include; Only Operations Executive to achieve three safety excellence awards by engaging three distinctly different teams of associates over three months to generate value-added and sustainable safety solutions. Designed and implemented a productivity and accuracy program where none existed and resulted in sustained attainment of critical success measures being met or exceeded. Enhanced daily communication process by adding key performance indicators, organizational announcements, and motivational closing thoughts to strengthen sense of teamwork.

Lead all distribution center operations in a highly sophisticated and fully automated distribution center. Create and oversee annual revenue plans of $1B and operating expense plans of $30M. Analyze differences between planned and actual operating expenses and establish measures to drive expenses below plan. Primary liaison to Customer Care, Inside and Outside Sales, Corporate Transportation, and Transportation Partners (TXX Services and UPS) to foster and strengthen new and existing customer relationships. Oversight of 125 facility-wide associates, including direct responsibility of 87 associates, supervisors, and managers in a blended nonUnion/Union environment. Significant accomplishments include; lead distribution center operations through a $23 million dollar modernization, Schaefer Goods-to-Person automation systems installation and Manhattan Associates WMS implementation project. Year-over-year operating expense savings of 3% to Plan. Crafted and deployed a sustainable JD Edwards and WMS integrated ODBC accuracy program to drive overall distribution center accuracy rating into the top five. Second best physical inventory results reported across the Drug Corporation in 2014.

Hand picked to lead then recently acquired Bellco Health, a pharmaceutical distributor with retail and generic prescription drug service to all 50 states. Oversee all distribution center operations, including direct responsibility of up to 87 associates, supervisors, and managers in a blended nonUnion/Union environment. Indirect responsibility of $30M distribution center operating expense plan. Forecasted and established labor and operating expense needs to support controlled expenses. Primary operational liaison to Customer CARE, Inside and Outside Sales, and Transportation Partners (TXX Services, UPS and FedEx) to foster and strengthen new and existing customer relationships. Significant accomplishments include; Lead the DSI (Data Systems International) WMS design, warehouse configuration, and implementation efforts to model corporate Manhattan Associates WMS platform, developed Lean/6 Sigma project charters to drive accuracy, inventory integrity, and truck departure time improvements, standardized warehouse processes through the design and introduction of standard operating procedures, and implemented and refined KPI's and critical success measures where needed.

Advanced to Corporate Manager, Warehouse Systems/Operations (WSO) with multi-site (4) distribution center responsibility. Diagnosed error conditions occurring in the Distribution Center and established corrective action plans to resolve said conditions. Conducted monthly audits and bi-monthly site visits in the Midwest territory to evaluate adherence of Manhattan Associates WMS system utilization and ensure corporate recommended standards were employed. Design, implement, and support various systematic solutions that serve distribution center business requirements. Significant accomplishments include; Implement WMS configurations to support Labor Management engineered standards program in two distribution centers. Define and implement Slotting Optimization methodologies for two automated and two non-automated distribution centers (114,000 SKU's total) to drive 45% improvements in slotting rank and increased automation utilization rates of 18%. Pilot the integration of Manhattan Associates Labor Management (engineered standards) into Slotting Optimization to be able to project financial benefits of executing recommended or proposed slotting plans. Implement WMS system configurations and procedures to streamline damaged, outdated, withdrawn and discontinued pharmaceuticals practices in three distribution centers. Sixty percent travel required annually.

Promoted to lead Distribution Center Operations through a corporate implementation of PkMS, a Manhattan Associates suite of Warehouse Management System products. Under the general direction of the Operations Manager, provided post implementation and ongoing functional system support. Diagnosed error conditions occurring in the Distribution Center and established corrective action plans to resolve said conditions. Identified, recommended, and implemented opportunities for system or process improvement. Acted as outside WMS/Operations go live and stabilization support for five Distribution Center WMS system implementations and three operational support efforts. Accomplishments include; Worked in collaboration with Corporate Systems Team to create Slotting Optimization strategy guide, identify system enhancements, and identify the financial benefits of utilizing Slotting Optimization. Established training program to teach East Region lead team members WMS Physical Inventory processes, still in existence today.

Ascended to Manager, Night Warehouse. Responsible for order filling operations in a technical, sophisticated, and high-volume Distribution Center. Selected, trained and managed the performance of 92 Union, non-Union, contingent, and exempt warehouse associates; tracked, monitored and controlled daily attendance and overtime. Developed and implemented plans for improvement in areas such as order filling errors, late deliveries, and overall service levels. Drove 41 percent productivity gains through coaching, development, counseling, and discipline.

Promoted and relocated to lead and direct 64 Union and 28 non-Union associates in a state-of-the-art high volume and automated distribution center with service to pharmacies, hospitals, and alternate care clinics across the mid-Atlantic region. Primary responsibilities included the timely and accurate order fulfillment and delivery of narcotic, non-narcotic, over the counter, cold chain, medical/surgical, and health and beauty aid goods. Picked, packed, and shipped a daily average of 67,000 sales order lines 5-days weekly.Accomplishments included stabilizing the coordination of workflow to improve A-Frame replenishment and pick/pack efficiencies by balancing resources through careful planning, benchmark setting, and visual observation. Improved engagement of associates towards distribution center objectives by building trust, demonstrating aptitude for resource allocation, and by celebrating accomplishments and acknowledging associates for positive behaviors while coaching and developing them as appropriate.

Advanced to Production Supervisor to lead 34 non-Union associates in a non-automated distribution center. Primary responsibilities included the timely and accurate order fulfillment and delivery of narcotic, non-narcotic, over the counter, cold chain, medical/surgical, and health and beauty aid goods.Coached, developed, and counseled associates and leads to strengthen team agility through teaching individual’s computer and decision making skills that supported autonomy, empowerment, and sustainment of work while improving overall efficiency. Expanded cross training and development of staff to identify strengths and weaknesses of team members so that daily job assignments were effective and productive while associate performance was meeting or exceeding expectations.

Rapidly promoted to Production Team Lead to lead 34 non-Union associates in a non-automated distribution center with service to pharmacies, hospitals, and alternate care clinics across the New England region. Primary responsibilities included the timely and accurate order fulfillment and delivery of narcotic, non-narcotic, over the counter, cold chain, medical/surgical, and health and beauty aid goods.Accomplishments included process flow enhancements that strengthened associate morale while simultaneously driving associate picking performance, eroding overtime utilization needs, and improving truck departure time adherence.