Michael Rodrigues Email and Phone Number

I orchestrated the development of our brokerage (3PL) division, meticulously crafting its plan, management structure, operational strategy, and growth strategy to ensure optimal alignment with the broader Ascend business. Our approach was grounded in a commitment to customer obsession, integrating technological solutions, data analytics, and cost-effective operational practices.To realize this vision, we focused on leveraging people, processes, and technology. We established internal departments dedicated to Account Management, Carrier Operations, Risk Management, Data Analytics, Accounting, and Back-Office operations, led by seasoned management professionals. Thoughtfully crafted Standard Operating Procedures (SOPs) and Key Performance Metrics (KPIs) provided clarity on roles, functions, and expectations, driving accountability and improving client satisfaction. Regular customer segmentation guided our investment decisions, directing resources towards profitable business opportunities while mitigating risk.Through strategic partnerships with technology platforms, we enhanced the customer experience, streamlined reporting mechanisms, and advanced personnel training. Our relentless focus on customer obsession, operational excellence, and delivering tangible results laid the foundation for our brokerage operation's early and sustained profitability.Our efforts bore fruit as we achieved significant growth, with Net Sales reaching $46 million in Year Two, marking a 64% increase year-over-year. Margin surged to $5.8 million, reflecting a remarkable 94% growth. We launched the Customer Experience Team, managing approximately $200 million, emphasizing strong communication and high service levels to enhance customer satisfaction. Additionally, the launch of the Specialty Services division diversified our customer base, contributing to 32% of the total margin. Strategic customer segmentation efforts led to an 11% improvement in profitability.

I spearheaded the launch of the Brokerage (3PL) Operation, taking charge of assembling and guiding a team entrusted with crafting the overarching strategy, departmental pillars, processes, risk management protocols, and technology platforms.In addition, I initiated an internal Business Process Outsourcing (BPO) unit in Chandigarh, India, tasked with providing support to revenue-generating functions.In the inaugural year, we achieved $28 million in Net Sales, with a $2.9 million Margin and $1.1 million in EBITDA, signaling a successful start for the operation.Furthermore, I authored a white paper on Customer Experience, advocating for the establishment of a CX team to enhance customer relationships and drive revenue growth.

Built the foundation and implemented the model for centralized labor planning across AMZL, partnering with senior team members at both site and regional levels, driving network initiatives and results. Manage a team of 5-8 Labor Planners: responsible for daily cadence as well as team development. Worked in partnership with Regional Operations leadership to understand key challenges of sites within their region to best support the most optimal labor plan solves. Worked cross-functionally with other support teams such as S&OP, Finance, HR, Quality, and PE to balance the often-competing priorities of cost efficiency, customer experience, associate experience, and meeting the needs of our operations partners. Comfortable with data and advanced Excel functions, including SQL; was able to pull together disparate information from multiple sources to provide an analysis to key decision makers on how to best manage their region. Took on additional project-based tasks to help drive FC and regional costs down through such deep dives.

In my role, I managed a transportation spend exceeding $700 million for ATS business, covering assets, 3PL, IMDL, and more. Specifically, I oversaw Amazon's largest dedicated carrier, handling a $300 million budget and strategically implementing its capacity within the Amazon Network.I successfully diversified the Southeast and Central Direct Delivery Unit (DDU) network, achieving a $2.74 million cost reduction, enhancing On-Time Performance (OTP) by 9%, and improving CPT to 100%.Furthermore, I managed Amazon's largest dedicated carrier with a $325 million budget, ensuring strategic and tactical implementation and contract compliance. For my contributions, I was honored with the Peak 2019 Transportation MVP award, attributed to achieving OTP of 98% or above, a sub-5% rejection rate, and injecting over 200% capacity for both regions.Additionally, I authored the Amazon Trainband White Paper, focusing on onboarding large scalable carriers for 3P One Way and Power Only Tour business units.

In my role, I oversaw a comprehensive Carrier Management and Exception division, including Spot Capacity Sourcing (SCS), where I managed a team of 35 full-time salaried employees. My responsibilities encompassed supervising carrier management, development, track/trace, load recovery, and case management. I was tasked with prescribing and investigating performance indicators to identify potential network disruptions and collaborated cross-functionally with internal stakeholders to analyze the root causes of failures, mitigate future issues, and address market challenges.Notable achievements include overseeing the transition and separation of the Atlanta and Chicago offices, resulting in the establishment of a new team, Spot Capacity Sourcing (SCS), with reduced headcount and revamped management structure. I conducted a "Correction of Errors" (COE) initiative following significant operational failures during DOT Week 2019, leading to a notable reduction in cost per mile (CPM) and transaction time in a similarly constrained market.Additionally, I successfully recovered 61,000 unassigned RLB loads at a premium, surpassing the goal by a significant margin. I maintained the operational partnership with the Middle Mile Tech Team (MMTT), ensuring the success of the Relay Load Board (RLB) pricing algorithm. I authored a whitepaper, Project Bolt, outlining strategies to streamline operations, reduce headcount, and enhance service quality through improved people, processes, and technology. In total, I achieved $113 million in cost savings in 2019.

I played a pivotal role in the launch of the new Amazon Brokerage Division (AFXN), where I oversaw various operational aspects such as ad hoc bidding/tendering, carrier development, track/trace, and case management for the ATS brokerage (3PL) division. Collaborating closely with Tech Product Managers, I contributed to the creation of UI and functionality for Amazon Relay.Furthermore, I collaborated with the data science team to develop a spot pricing algorithm for the Amazon Relay load board and introduced the Accept Now pricing feature. As part of operational enhancements, I initiated Night Operations and successfully transitioned AFXN Atlanta to 24/7 full truckload coverage.I authored a white paper on Carrier Onboarding, outlining a program that significantly expanded the company's carrier base from approximately 200 to over 10,000 within the second year at Amazon, reaching approximately 42,000 by 2019. Additionally, my initiative on Intermodal AdHoc Engagement resulted in increased utilization of intermodal carriers and cost reduction on non-customer-facing AdHoc's in 2017, amounting to $1.1 million.In 2018, my efforts led to approximately $21 million in transportation cost savings, including a reduction in premium costs during Prime Week and achieving a remarkable 64% improvement year over year.

I spearheaded the launch of the Richmond Brokerage (3PL) office, overseeing a team of thirteen individuals engaged in sales, account management, carrier management, and support functions. Managing the sales pipeline, I organized pricing events and enforced office accountability by maintaining key performance indicators (KPIs).Throughout 2015, I formulated and executed strategies to grow business for over 50 accounts, generating an average monthly revenue of $2.6 million. Additionally, I led a Strategic Leadership Project, developing the business plan for the Special Handling Branch (Final Mile, White Glove), which was launched by DCS in 2018.

I led a team of ten direct reports responsible for generating a total revenue of 64 million dollars and handling approximately 60,000 loads. My focus was on developing and managing a network of external carriers to enhance margin and overall capacity, resulting in an approximately 2% improvement in margins.Additionally, I spearheaded the development of a new centralized training structure called Project Jumpstart. This program prioritized team building and offered a more engaging curriculum and model tailored to younger new hires. As a result, we observed a significant improvement in retention, with rates increasing by 24%.

I played a crucial role in developing and launching the new Business Development group, focusing on onboarding and ramping up new customers. My responsibilities included managing all new business activities for the branch in close collaboration with the sales team. I was tasked with building the customer playbook through strategic partnerships and consultative selling approaches.I also contributed to developing standard operating procedures (SOPs) for onboarding, working closely with the Sales and Carrier Operations teams. By fostering internal relationships across offices, I facilitated better carrier procurement processes, which led to improved margins.Moreover, my efforts resulted in achieving the highest Net Revenue Account in the Richmond Office, totaling $1.7 million in new business.

I sourced capacity in the Northeast region to cut costs and boost margins, ultimately increasing the regional margin by 8%. Building and nurturing strong relationships with carriers was key to retaining capacity effectively. Additionally, I negotiated transportation lane rates to further drive down costs.

Responsible for managing an account base of 500+ accounts while conducting continued discovery and growing the revenue of these accounts. Emphasis was placed on increasing UPS Freight's corporate footprint and market share within the Southeast region.