Responsible for the development, implementation, and strategic architectural framework for all research and economic studies. Oversee research and consulting on behalf of Private Fleets. Maintain NTI’s coveted National City‐Centric Driver Pay Survey and National Driver Wage Index research.

Product development and implementation of the National Private Fleet Survey• Designed publication language, format, and distribution.• Agility, collaboration, adaptability, critical thinking, and thought leadership with clients to create a product that provided benchmark visibility with an outstanding user experience. • Directed the company’s first brand image campaign to bring product awareness to the market. • Developed market research procedures for data collection and participation.• Created procedures consistent with the Sherman Antitrust Act, U.S Department of Justice, and Federal Trade Commission safe harbor guidelines.• Coined the terminology: “Competitive Indicator”• Created “Intent of Participation” and “Activity Pay Prevalence” language and methodology.• Project management with a 98.1% on-schedule history. • Results: Increased private fleet participation 16,181% over a four-year period. Client custom research, surveys, and product development• Collaborate with client to understand scope of work. • Categorize job description, driver nuances, market competitors, and resources.• Organize and design structure of survey, content, and timeline.• Identify market research, data collection, and participation strategy.• Review results with client and their team members. Product development of the National City-Centric Driver Pay Survey• Designed publication format and delivery process.• Gathered client feedback to modify data visualization and user ease. • Developed market research procedures for data collection and participation.• Trained and coached market research analysts • Monitored and authenticated data veracity.• Results: Surpassed corporate goals and customer expectations.Information and Technology• Network systems manager• Monitored and managed security risks to avoid threats.• Maintained and upgraded hardware and software inventory. • Implemented VoIP.

~ Profit: The refrigerated operations team consisted of 35 office employees, 325 drivers, revenue of $72 million. The years prior to my position appointment, the refrigerated division was not profitable. The initial focus was perusing the monthly P&L to making adjustments on the fly, proper steps to increase revenue through lane and customer selection and rate increases, to reduce expense, improve the employee culture and morale in order to have an environment where people want to work, having the right people doing the right jobs, adequate staffing, working with recruiting to seat every open truck, generating the revenue per unit needed for profit, the miles needed for driver retention, being flexible enough to adapt to business needs, and to operate a safe fleet. At the end of my first year, the division results were profitable for the first time in many years. In the history of J&R, 2014 was a record breaking year for profitability in the refrigerated division.~ Revenue: Every day I was focused on who and what generates revenue and what will net the best result. I also reviewed the prior business day and past seven day numbers to identify business trends which included; office employee staffing, driver staffing, line haul, fuel surcharge and accessorial rates, lane selection and commitments, load volume, driver miles, service, customer priority, scheduling loads correctly, time on loads, dwell time on trucks and trailers, driver retention, seated driver growth and safety.~ Expenses: Long term planning was crucial for cost reduction by selecting our lanes, freight planning to reduce deadhead, manage out-of route miles, weekly review of all trucks mpg's, idle percent, APU usage and driving habits (cruise control, top gear, hard breaking, dash camera), coaching drivers to take ownership, trailer fuel management i.e. cycle sentry vs continuous run, trailer turn management with customers, maintaining PM schedules for all equipment and coaching drivers to be safe.

~ New & Existing business: Along with managing the sales team, I was also responsible for managing all aspects of the National Accounts: Securing new business, pricing, contracts, negotiations, maintaining and growing lanes and rates, reporting and keeping aware of service.~ The Great Recession: As the economy slowed in 2008, a large volume of customers were dropping rates extremely fast and awarding business to the lowest cost carrier. This caused a business anomaly as our customer base bucket had a lot of holes and we need to “fill the bucket”. The urgency to maintain rates, maintain our lanes, grow our business and find niche markets to redirect our traffic lanes was paramount. My team was on the leading edge of executing this responsibility as well as increasing rates, focusing on outstanding service, and business growth as the economy recovered.~ “Load them where the land”: I developed this slogan to tasks our sales team to increase loaded miles and to reduce deadhead. This program was extremely successful and is still being utilized at J&R's sales team today.~ Logistics: I managed Schugel Logistics, Inc. from 2008 to 2012. This consisted of a team of brokers, on-site and off-site (terminals or home office), to cover dedicated logistics business, spot market freight, overbooked J&R freight and develop a customer base. I started with one employee in logistics and grew it to seven. The team generated monthly revenues of $1.1 million at its peak.

~ New start up division for J&R. Intermodal was primarily set up to employ under-utilized trailers. I was tasked with setting up contracts with the railroad, drayage carriers and securing business from customers as well as hiring office staff and company drivers for drayage in volume markets.

~ Account Manager – The sales role was to secure new business and work with existing customers for six to twelve pallet shipments. This included spot quotes, long term pricing, set up contracts, negotiations, maintaining and growing lanes and rates, reporting and on-time pick-up and delivery.

~ Account Manager - My primary role was Sales and Marketing for their dry van, flatbed, blanket wrap, logistics and warehouse divisions. I learned the spirit of the entrepreneur at Taylor. The company had approximately 50 trucks when I started and 230 trucks when I left. The goal was to grow and be a market leader in van, flatbed and blanket wrap operations. My greatest accomplishments were securing an extremely large US Postal contract. This was local and regional dedicated business, 24 hours per day, 7 days per week, with slip seat trucks. I also secured a contract to move the Titanic artifacts to various cities for display. This required temperature controlled equipment, team drivers and security if the trailer was stopped or parked waiting to be unloaded. The blanket wrap division gave me exposure to the cabinet, exercise and new store opening industry. Taylor also had a logistics division. I was able to establish several dedicated accounts for their brokerage. One of the accounts blossomed into an amazing piece of warehousing business where I rented a 15,000 square foot warehouse in Northfield to manage this customer’s supply chain and logistics.

~ Operations – Customer Service, Driver Manager, Regional Operation Manager and Sales.