 Manage a team of 12 direct manager reports which were also responsible for teams of 6-45 warehouse/driver employees (~400 reports in total). Oversee $60 million annual operating budget and $700 million in handled inventory for 12 distributions centers across 7 states (Oregon, Washington, Nevada, Idaho, Utah, Colorado and Wyoming). Increased YoY on time dispatch by 8.7% and warehouse unit per hour output by 18.4% for West Region distribution centers through the use of daily process accountability calls. Reduced YoY inventory adjustments and product loss spend by >$200k by level setting inbound/outbound SOPs with front line teams and weekly followup with building managers. Reduced YoY fill rate misses by 1.5 percentage points (97.35->98.85%) to increase overall customer service and route reliability through weekly monitoring of short picks and short shipments Overhauled “on time and in full” bonus metric to better incentivize building and front line managers through multiple stages of user aceptance testing Responsible for interpretting full profit and loss statement for all operating expenses within warehouse and fleet functions of the regional supply chain

• Oversee $115 million annual operating budget for Frito Lay distribution operations within California, Oregon, Washington, Nevada, Idaho, Utah, Alaska, Hawaii and Montana.• Reduced 2021 YTD spend by $800 thousand and 2021 full year forecast by $2.7 million through weekly “PULSE” touchpoints to review case throughput of distribution centers.• Prepared Vancouver Warehouse for 2021 union contract negotiations. Spent several months adjusting contract verbiage on the company’s behalf and was the local Warehouse subject matter expert at the negotiating table.• Led weekly Region manager meetings to push SKU capacity increase agenda and cover recent financial and labor performance.• Manage $1.3Million CapEx budget to ensure full allocation of capital from HQ is spent on the field locations.• Traveled to multiple West Coast Distribution Centers to review site “pick walks” and case allocations to provide feedback on picking efficiencies.

• Reduced stales spend by 32.15% YoY by re-establishing a site stales meeting where we looked at monthly SKU forecast as well as “in-and-out” product shipment completions.• Created the Warehouse Safety Steering Committee with frontline team members from all 3 shifts which meet on a bi-monthly basis to review upcoming safety related work orders and proactively work against potential safety hazards.• Reallocated both warehouse and pickbelt inventory locations to reduce dig moves and increase order accuracy.• Designated as site subject matter expert for piloting “Work Force Management” which was an automated crewing software that eventually rolled out to all of Frito Lay North America.

• Managed warehouse and distribution center teams of 25-40 people and gave direction to team in order to meet product demand requested by the sales team.• Oversaw demand resource planning to forecast product needs and availability for both produced and non-produced items.• Led weekly meeting/communication between sales and operations team regarding upcoming product events, resource shortages, and action planning demand spikes.• Tracked efficiencies of order selectors and gave routine feedback and coaching regarding their performance.• Led interviews when hiring new employees in order to maintain healthy number of people in the frontline workforce.• Enhanced leadership ability by leading tough conversations with employees regarding discipline, terminations, long term business decisions, displacements, etc.• Oversaw and managed several product hold and recall events to keep unsafe product out of the hands of customers.• Redesigned warehouse inventory layout and product allocation which optimized loading and storage efficiencies. Decreased dig moves by ~4% over a 3 month period. • Implemented and led Warehouse Site Safety Steering Committee as a continuous improvement process to drive long term safety related projects.• Rolled out new forklift impact investigations to floor leads which led to 31% reduction in total forklift impacts in the warehouse.• Organized and sustained battery care process for a fleet of 17 standup fast charge forklifts.• Reset expectations for shut down procedures of distribution center’s night shift to create less clutter and stress for incoming morning shift.• Created an excel macro tool that increased warehouse and packaging product inventory reconciliation accuracy by scanning for nonproduced items and operator mis-scans.

• Created a customer segmentation tool in order to analyze and prioritize resource allocation, as well as utilize cross-selling efforts by compiling current market research analytics with data of clientele buying behavior.• Developed stronger communication and negotiation skills by interfacing directly with business clients through sales meetings and discussions.

• Saved the plant $72,853 annually by refitting sensory equipment on empty storage tanks in order to utilize them for high volume reactants• Identified and implemented the addition of a water recycle line that resulted in $32,259 of annual savings from water waste.• Collaborated with inter-departmental “problem batch” team with the purpose of diagnosing and correcting reaction processes which repeatedly failed quality inspection.• Increased operator safety by refitting a storage tank offloading line with flow meter technology in order to reduce the likelihood of a tank truck overfill.