Responsible for leading analytical teams focused on providing end-to-end forecast and demand shaping, Private Fleet and 3pty capacity workload planning, optimization, business intelligence, and continuous improvement efforts. Also lead command center operations (from supplier to stores) aimed at providing our customers best in class service and cost; no matter how they want to shop with us.

Responsible for leading outbound (DC to store) operations, demand / capacity planning, workload planning, and end-to-end optimization solutions that provide our customers best in class service and cost; no matter how they want to shop with us.

Responsible for end-to-end ambient flow and store delivery service design functions. We methodically pilot and rollout C-level strategic initiatives focused on improving supply chain precision, consistency, and responsiveness. Requires cross-functional collaboration and executive influence.Key areas of focus:On-time / In-full (OTIF) - Suppler Delivery Precision, Inbound to DC Flow Optimization, Inbound to DC Order Shaping & Design, DC to Store Order Responsiveness, Store Delivery Design & Consistency

Responsible for the Technology and Solutions arm of the Activity Management Office. Led a team focused on providing a menu of portfolio management solutions which include global visibility, capacity modeling, prioritization, and roadmapping of approved initiatives while improving the way of working between market tech and central office tech teams.Key areas of focus:Global Portfolio Visibility & Tracking, Portfolio Sequencing & Scorecarding, Store and Market Capacity Modeling, Portfolio Management Best Practice Sharing

Led a team of engineers focused optimizing the flow of merchandise from the backroom to the sales floor. Developed and deployed technology solutions to drive efficiency in the receiving and stocking processes while enabling he Club eCommerce pickup program. Resulted in a 9% improvement in units/labor hour and SG&A savings of over $20M in 2 years (ROI of over $30M). Responsible for designing and managing the corporate portfolio of processes and systems aimed at delivering bottom line value. Lead a team of ten professionals to govern the portfolio of Sam’s Club US projects (approx. $100M in systems spend).Key Areas of Focus:Strategy Formulation, Business Plan Development / Execution, Cross-Functional Project Management, Systems Budgeting, Portfolio Management, Global Project Synchronization, Organizational Design, Recruiting and Hiring

Supported 2 different management positions before being promoted to director. Main focus was to identify, prioritize and execute key improvement initiatives. Aligned with the partners across the company to assist in the development, scoping, and deployment of key corporate initiatives. Formulated and implemented a strategy to off-set $100M in fuel expense reduction in 2008 and $120M in 2009. Presented the strategy to execute team for approval and secured 16 additional people to support this effort. Key Areas of Focus:Network Design and Engineering, Strategic Business Planning, Analytical Modeling Tool Development, Operational Consulting, Cross Functional Project Management, Organizational Design, Recruiting and Hiring

Insight Network Logistics is a wholly owned subsidiary of UP where I was Responsible for various strategic planning, goal setting, performance measurement, forecast development, and process reengineering services for the automotive division of Union Pacific Corporation. Managed to a technology budget of $1 million and built/ leveraged various network visibility, scorecarding and simulation modeling tools to recommend solutions that saved $21.7M in inventory carrying costs and reduced transit time by 19%.Key Areas of Focus: Network Design Consulting, Process Development and Implementation, Information Technology (Simulation Modeling and TMS Development), Strategic Analysis / Forecasting

Hired out of the summer intern program into both Logistics Statistician and Rail Operations Manager positions. Proposed network redesign changes which achieved a 30% reduction in rail delivery times without impacting cost and quality standards. Provided operational management of railcar supplies for all 32 production facilities along with supporting various other class one railroad bid proposals. Areas of focus:Network Design Analysis, Contract Negotiations, Third Party Logistics Integration, Railroad Operations Management, Decision Support