In this role, I lead the launch of benchmarking program across North America, including 546 separate facilities. It is important to highlight that I oversaw 5K+ employees in 278 buildings across North America. Along with this, I manage an operational budget of more than $550M while ensuring zero inconsistencies. Furthermore, I operate as an executive sponsor for Amazon's Women@Transportation infinity group.My accomplishments within this role are the following:· Enabled DDU (USPS) logistical utilization to attain increased utilization in cube of 24% per truck and saved cost by 30%; secured overall savings of $2.26MM.· Promoted multiple diverse leaders to the executive level and increased external diverse candidate hires by 34% by implementing integrated diversity and inclusion practices throughout organizational and restructuring talent acquisition processes.· Facilitated managers across all facilities to plan, execute and monitor daily operations in real time by managing the creation and initial development of a new piece of OMS (Operation Management Software). Expected to save ~$42.6MM nationwide after the completion of software.· Implemented lean and continuous improvement techniques while coaching/guiding team members:· Spearheaded the TOM Strategic Planning and Analytics (SPA) team owning end to end yard capacity planning, logistics design, launch execution and program management.

During this tenure, I enabled successful testing and subsequent expansions across North America through Big Box automated sortation, Amazon Outlet Store, Amazon Cart Program, C-Returns grading, and Dynamic Routing Tool. Along with the above responsibilities, I steered the transition of five operational buildings from manual to fully automated facilities. It was me who saved over 204.3K customer packages at a cost impact of $6.25MM by supervising the creation of the Network's Risk Tracking team identifying customer packages risk, and operating with operations nationwide to mitigate risk before affecting customers.A section of my key contribution include:· Enhanced productivity and volume throughput by 81% and 223% through properly managing and installing over $160MM worth of automation equipment.· Increased safety awareness and reduced incidents by 31% YoY by leading the operational team.· Drove associate safety scores by 19% by creating safety initiatives and incentive programs in the building.· Met Q4 cost projections by 29% and drove YoY productivity by 34% by leading the network in productivity in 2019.· Identified eleven high risk findings and reduced equipment's DPMO from 3,712 to 423 by championing cross-functional and 3rd party vendor quality Kaizen for the newly launched small sorter.

During my time here, I ensured the organization of nine separate Kaizen events over six months and validated more than $4.4MM in cost-saving improvements in Q2 and Q3 2018 by developing a leading continuous improvement team. It is worth mentioning that I owned $80.7MM portfolio ofcross-functional and cross-North America projects/programs. Moreover, I directed creating and implementing the network's Benchmarking program, responsible for ~$19.7MM in savings in 2018 across 44 Distribution Centers.Some of my key contributions are as follows:· Saved $8M YoY by creating delivery/performance evaluation metrics to monitor/manage vendor partners for the corporation by communicating service management requirements/intent.· Allowed operations to reduce quality defects by 47% by steering the creation of eight quality metrics and reporting structures.· Secured $4MM in savings in 2018 and $27.7MM in 2019 by organizing and controlling a cross-functional team of professionals focusing on inbound/outbound logistics connectivity, supply chain network, vendor network redesign, contract negotiations and delivery performance.· Successfully launched the benchmark program across Sort Centers North America and Amazon Air Global.

During my time over here, I facilitated the creation of an entirely new network within Amazon with similar type buildings across North America by heading the launch and operational leadership of an experimental building. Here, I also enabled six associates and seven managers to grow and promote into new roles. In addition, I headed the distribution center through the transition from manual to auto sortation building in 2017, securing $40MM+in automation machinery into the building; increased daily capacity from241K+ to 486K+ packages.My key successes for this role are:· Exceeded cost goals by 147% and achieved cost savings of $1.4MM in Q4 2016 by launching experimental delivery buildings in a condensed 8-week timeframe.· Received multiple organizational awards for YoY variable cost improvement, total productivity increase, and safety champion.· Obtained $1.3MM in Q2/3 of 2017 by executing the region's continuous improvement and process improvement programs.