* Professional executive leadership of nine distribution facilities and five cross dock locations including Direct Store Distribution and Transportation to key retail customers. Responsible for all aspects of business including P & L, revenues, strategic planning, labor relations, safety, employee relations, customer satisfaction and efficiency among many other metrics. Responsibility for 37 metrics. Distribution facilities consisting of 75 teamster union employees per facility, 7 full-time management and administrative staff employees. Distribution of 27 million cases annually with an annual operating budget of 57 million. Awarded most improved Region Safety * Drove business alignment with strategic cross-functional sales partnerships to increase GSV by 3% on key accounts ; * Private Fleet of 500 plus units with staffing accountability, hiring, training, vehicle maintenance, DOT and Drive Cam compliance. ; * Generated 1.8 million in revenue year over year in the Northeast by implementing strategic backhaul lanes over a 3 month period consisting of 17 additional lanes. ; * Coordinated geographical real estate efforts for the closing and opening of new Distribution Centers in the Northeast. ; * Negotiated favorable contracts with the local teamsters union that included Saturday deliveries at straight time and the phasing in of a part-time workforce at a lower rate of pay by $7.00. ; * Improved overall variable warehouse and driver efficiencies by 6% and 17% respectively by converting PTB to PTP warehouse operations over a one year span. ; * Developed a driver ride along safety and methods accountability toolkit to aid and impact in high risk behavior changes resulting in a 37% reduction in TRI and 42% reduction in PCPMM. Coordinated Drive Cam Technology implementation for DSD network resulting in a 5 Star rating positively impacting driver unsafe behavior thru coaching accountabilities. ;

* As a support function for distribution centers and as a district project manager of 16 management employees, I coordinated a district wide $3.7 million dollar project to implement new technology equipment and software called package flow technology over a two-year period for all facilities in the district. The success of this project resulted in dramatic reduction of customer service concerns, improved time in transit to 99.9%, reduced internal and external misroutes by less than .05% and increased employee efficiency by 9% first year of inception. ; * Analyzed and restructured a fueling program which saved each distribution facility 24k to 43k annually by strategically staggering start times, analyzing return to building times and traffic flow patterns and implementing a two shift fueling cycle to eliminate overtime.* Responsible for staffing levels, volume projections, seasonal forecasts, work standard measurements, time studies, standardization of work processes, lean process improvements, master operating and contingency plans, implementations of new software, equipment and technology training ; * Engineered a new incompatible belt in 9 distribution facilities that resulted in a staffing reduction of six to eight employees per facility and over a $300k savings annually after implementation costs by eliminating .50 overtime per employee during the wrap up process. ; * Led Industrial Engineering Training Workshop on job setup and methods training.

* Recognizable turnaround in a distribution site efficiency, reporting an 8% improvement in profits and 24% gain in efficiency over a two-year period. ; * Dramatically decreased customer concerns by 37% by focusing on most help needed customer concerns, concern process, procedure audits, methods training and accountability. ; * Team Building - coached, developed, trained and held accountable three supervisors successfully attaining next level of advancement within 3 years.EDUCATIONAL BACKGROUND / OTHER PROFESSIONAL ACTIVITIES / COMMUNITY INVOLVEMENT

* Professional executive leadership supporting Division Manager coverage of five to seven operational distribution facilities responsible for all aspects of business including growth, sales, P $ L, revenues, strategic planning, labor relations, safety, employee relations, customer satisfaction and efficiency among many other metrics. Responsibility for 42 metrics. Distribution facilities consisting of 150-500 teamster union employees per facility, 27 FT management and 55 PT management employees among administrative staff employees. Distribution of 120,000 packages daily and 2.7 million monthly. ; * Responsible for mediating labor disputes with teamster-union business agents. Prepared labor presentations and represented UPS in teamster-union panel hearings for disciplinary infractions including terminations. Led labor relations focus group meetings immediately following a teamster union strike in the late 1990's. Always maintained a strong company stance on company policies and procedures during labor dispute negotiations with business agents. ; * Strong team building skills developed over my career thru training, coaching and developing potential candidates for advancement and next level responsibilities. In addition during my career, I have forged strong management teams in all aspects of the business including the start up of new operational facilities. ; * Played critical role from an operational perspective in landing key sales accounts: Talbots, Ocean Spray, L.L. Bean, Johnson & Johnson and 3balls.com. ; * Recognized in 2009 for my team's accomplishment of achieving the highest score in the region on an OSHA audit with a score of [97.1], next highest score in the region [94.3]. ; * Reduced workmen's compensation cost by 36% by initiating an employee injury process and procedure to control lost time injuries. ; * Reduced auto liability cost by 32% by implementing a comprehensive safety program to eliminate backing accidents.