Overall responsibility for the region’s largest area (approx. $10 MM/yr.)Right-sized leadership structure for a 35% reduction in staff resulting in a savings of$342,828/yr.Leveraged existing equipment across the Lakes Area to eliminate $83,600/yr. in leased equipment Reduced Central Ohio’s transportation costs $124,740/yr. by localizing subhaulers2016 YTD Results: 23.5% GP on a budget of 15.4% despite a 12.5% reduction in revenueAssisted in the development of a work planning tool to determine staffing and scheduling needs of every marketHelped develop a metric based, KPI tool to manage production and financial performance dailyZero OSHA recordable incidents in both 2015 & 2016Implemented a servant leadership culture and “bottom-up” management style that improved morale and created an atmosphere of appreciation, recognition, and accountability

Responsible for Customer Care’s Money Processing and CompuSafe lines of business (approx. 15K cases/mo.)Represented Customer Care on the steering committee to guide the design and development of our Customer Service Training Initiative (on-boarding, SOPs, knowledge manuals, etc.)Established baselines to create a Customer Care SLA to increase efficiency and drive accountability Developed daily habits and work structure checklists to ensure quality standards are met consistently Leveraged operational experience to train Customer Care agents to identify quality deficiencies in the field by performing root cause analyses and providing corrective actions Drove LEAN mindset amongst the Care Team through continuous improvement initiatives and quarterly Kaizen/process mapping working sessions  Managed customer relationships through performance reporting, SLA metrics, and monthly/quarterly business reviews. Successfully led the Care Team through the operating/reporting platform transition to MS Dynamics

Complete ownership of the Money Processing line of business in the Northeast Region (approx. 3MM deposits & $18 MM revenue/yr.)Responsible for determining the capital expenditures, equipment needs, and staffing needs for every branch in the Northeast RegionConducted assessments to ensure that operational policies, procedures, workflows and reporting formats were in compliance with our standard operating proceduresDeveloped daily habits and work structure checklists to ensure quality standards were met consistently Responsible for rebuilding the entire Brooklyn leadership team, right-sizing the operation, and adding a 2nd shift in order to meet customers’ expectations Developed and implemented national “Go Green” quality campaign Led the Northeast Region to finish 2013 year with the highest quality of all five regions Increased MP efficiency by 18% over PY, resulting in a 27% increase in our margin per deposit  Helped develop MP calculator used to determine staffing and scheduling needs of every branch

Overall responsibility for the Northeast Region’s largest area (approx. $40 MM/yr.)Responsible for 500 employees, 125 armored vehicles, 450 weekly routes, & 17,100 weekly stopsIncreased margin contribution in all 9 markets resulting in a 16% ($1,208M) improvement over PY Focus Branch Charleston- Increased margin from -4.6% to 13.4% by focusing on route efficiency and conducting a “sales blitz” to build density and grow revenueFocus Branch Evansville- Increased margin from 9.1% to 25.0% by focusing on route efficiency, route profitability, and revenue growth, and reducing their fleet spend rate by 53%Reduced labor by 2.3% ($59,240) over PYIncreased our PT mix from 16% to 26% resulting in a reduction in overtime of $73,416Led region in lowest AM delay, lowest PM delay, highest route efficiency, highest stops per hourReduced total developed risk costs by 53% ($285,622) over PY by SmartDrive coaching, safety recognition programs, routine audits, and compliance with general security regulations

Responsible for managing the overall market and ensuring successful integration of all lines of business for the area’s largest operation (approx. $7.5MM/yr.)Successfully improved quality and stabilized the operationsDecreased the run-rate of KPI's by 93% in 2012 and regained the customers’ confidenceEffectively decreased our AM time by 36% (25.8 min to 16.4 min) and decreased our PM time by 37% (48.7 min to 30.5 min)Recipient of the Brink’s Leadership Award

Responsible for managing the overall market and successful integration of all lines of businessContinuously focused on safety by ensuring all business partners were compliant with training, conducting safety audits, street inspections, and participating in branch invasion trainingManaged vendors to reduce fleet costs by 50% in 2011Improved CoinStar processes and led the nation in float time Assisted Process Improvement Manager in RoutEx system rollout across the Region Represented the SE Region in national projects as a member of the High Impact TeamWorked closely with Area Director to drive operational changes in Money Processing in Pensacola, Memphis, Birmingham, Chattanooga, Annapolis Junction, and Columbus

Complete P&L responsibility for the region’s largest Money Processing operationRight-sized operation for a 17.5% reduction in staff and a 15.0% reduction labor hoursReduced the run rate of losses by 94% ($54,122) for 2010Increased efficiency 17% by tracking tellers’ productivity, rearranging work stations, interfacing the high-speed equipment directly to the processing system, and other Lean conceptsLed disaster contingency planning team and represented the region on national procedure review teamRecipient of the Brink’s 2010 Branch Manager of the Year AwardRecipient of the Brink’s Branch Manager of the Quarter Award

Complete P&L responsibility, including monthly billing and invoicing of customersResponsible for determining the capital expenditures, equipment needs, and staffing needs for new business for Columbus, Dayton, & Cincinnati.Co-led the iCash Optimization Team and eliminated a 31% gap between processing systems Recipient of the Brink’s Leadership Award for leading and executing the flawless rollout of a major customer that resulted in an additional 40% increase of businessRecipient of the 2008 Circle of Excellence Award for successfully achieving HIB goals/objectives

Complete operational ownership for nation’s largest Money Processing operationHired, scheduled, trained, and developed staff of 70+ employeesAttended Brink’s LEAN University for increased efficiencyMaintained excellent customer relations while continuing to acquire additional businessSupported branch in all functions related to branch cash processing operations, planning and organizing operations, equipment needs, budgets, human resources, safety and securityRecipient of the Brink’s STAR Award for providing assistance during Hurricane Katrina

Responsible for staffing branch and overseeing approximately 40 employeesManaged employee payrollMaintained and updated branch financials (A/R & A/P)Prepared monthly branch estimateWorked closely with Coin and Transportation to provide high quality service and identify wasteConducted monthly auditsEngaged in branch safety initiatives for a safe work environmentProvided support to Branch Manager for daily operationsDeveloped strong relationships with customers

Scheduled and supervised employeesOpened, closed, and balanced branch dailyCompleted monthly branch auditsHandled/resolved customer issuesPlaced change orders and maintained cash levels Recipient of 2002 All Star Award for cross-sells