Responsible for the launch and operational execution of an Amazon Softline/Apparel Robotics Fulfillment Center. Oversaw all aspects of building from Safety, Quality, Productivity, and Culture. Led a workforce of 3000+ associates and 62 managers. 1.1M sq. ft building.Worked closely with HR, Finance, Facilities, Safety, IT, Procurement, and Security to plan and execute network initiatives, process improvements, and capital projects to enhance safety, quality, and cost performance.Ramped inventory levels to hold 20M+ within 6 months and met Amazon inventory accuracy standards every week.Facility operates 24 hours a day, seven days a week to receive and ship over 150M units of inventory per year. During Peak, will process over 50,000 units and hour. Annual variable payroll for the site exceeds $200M and fixed payroll exceeds $8M.

Created the US Non-Sort Network Central Operations Continuous Improvement Program. This included including centralized operations and execution systems, process engineering, continuous improvement initiatives, benchmarking, launch coordination and executionResponsible for all continuous improvement activities across Non-Sort networks which grew from 47 to 71 sites while in role. Launched the “Big Bets” program in USNS. These were large scale projects executed through the Six Sigma methodology. Annualized entitlement of $118.8M.Coordinated all efforts between Central Operations Process Engineering, Launch, Solutions Engineering, Finance, World Wide Design and Engineering, Learning, Safety, and Regional Operations. Oversaw the launches of 24 FC’s during this time.Partnered with the Amazon Customer Experience Systems Benchmark team to develop USNS Benchmark rates and standard work documentation.Coordinated all Non-Sort Fulfillment Center retrofit projects. Selected and delivered projects with the following teams: Regional Director Operations, Transportation, Solutions Design Engineering, and World-Wide Design and Engineering.

Responsible for the launch of Inbound and Inventory Control. Held both Inbound and Outbound Senior Operations roles simultaneously. Oversaw all aspects of building from Safety, Quality, Productivity, and Culture. 1.2M sq. ft building.Coordinated the short-term assignment and launch action plan preparation. This included onboarding and training 36 exempt leaders.Had responsibility for all operations, lead 36 salaried managers and 1300+ associates. Led the stow zone design solution which became the model for sites launching in 2020 and beyond. This became the network standard and rolled out to 47 existing sites and all subsequent launch sites. Saw a 13% improvement in stow rates. Led the USNS network Delivery Estimated Accuracy (DEA) effort for 47 Fulfillment Centers through the advent of one day customer promise. The USNS network saw 230% less DEA regression vs baseline in comparison to the other Amazon Fulfillment Networks

Responsible for the launch and operational execution of Amazon’s first Special handling building. Oversaw all aspects of building from Safety, Quality, Productivity, and Culture. Led a workforce of 500 associates and 20 managers. 1.2M sq. ft building.Launched Amazon’s first ever AMXL building focused on improved customer experience in regards to Heavy Bulky Product with a primary focus on TVs. Responsible for creating and defining processes, while working to achieve executive leadership goals of reduced customer facing and Internal Damages. Building launched on November 15th and operation preparation was limited to 8 weeks. Launch construction lasted 13 months due to being the first of its kind and changing designs.

Responsible for all Safety, Quality, Productivity, and Cubic Capacity Utilization for Inbound. Active member of the Senior Leadership Team guiding building through all business and culture decisions. 1.2M sq. ft. building.Led a workforce of 600+ associates with nine managers.Developed plan to launch hazmat room inside a Non Sort building. Responsible for getting 44,000 cubic feet of storage filled in a month to relieve high backlog and storage constraints throughout network.

Responsible for process improvement and proper implementation of company wide initiatives for all departments and shifts within BNA3. Led all inbound peak preparation and execution activities. Building was 1.2M sq. ft.Led BNA3 inbound team, acting within the Senior Operations Manager role. Responsible for the safety, quality, and productivity of 1,800 associates. Oversaw a salaried leadership team of 17 managers.Responsible for the filling and utilization target for 1.6M cubic feet of inventory storage.Led Shift of 600+ associates and two managers to receive product into the building and make it available for customer’s orders. Stow Subject Matter Expert, in charge of ensuring process consistency across all shifts. Worked with consolidation to build stow movement plan based on space to drive even fill throughout the mods. Led a Shingi Kaizen. Concentration was receive to stow balancing and queue management.

Led Shift of 400+ associates to process outbound customer orders. Main areas of concentration were safety, quality and productivity. Worked on the Outbound Team to launch the large sortable building of BNA3

Manage three shift operation with over 300 associates dedicated to servicing the 950 salon and the 348 Sephora inside jcpenney stores.Led operation through implementation of Manhattan Associates WMOS and Dematic Rapid Pick Shuttle.Developed strategic plan for store service cadence and operational design to execute.

Led Operational Excellence coordination of three supply chain facilities. Managed large scale projects and rollout of new company initiatives within supply chain network. Trained and coached over 60 people in lean/six sigma green belt certification.Obtained Lean/Six Sigma Black Belt Certification with project savings of $160,000.Helped in consolidation of two facility custom window treatment fabrication into one facility.Assisted in creation and rollout of network process to implement new company pricing strategy for supply chain facilities.

Led facility wide rollout of Operational Excellence initiative. In charge of reviewing and implementing associates’ process improvement ideas.Trained and certified 30 management associates in Lean Yellow BeltObtained Lean/Six Sigma Green Belt with project savings of $54,000.

Managed over 50 associates on second shift in three departments.

Floor level supervisor in charge of daily production associates. Spent time in two different departments.

Four month program to get knowledge of all operations in building and support functions from Home Office.