Lead three distinct teams: Distribution, Branded Materials and FF&E Purchasing.Distribution: Provide strategic direction and support to move over $1B of product from manufacturers to the back room of Restaurants. Freight management partners moving over 250 loads a week from suppliers to DC. 30+ DCs managed by 12+ partners to perform the last mile deliveries. Operate an independent break bulk facility. Integrate systems for invoicing, inventory visibility, scorecards, etc.Branded Materials: What started as a new team to source and distribute items with the brand image to support Marketing events has grown. Now also includes internal print items (training materials), unique operational support items and the uniform program. All items flow through the creative process, pricing, contracting, manufacture and distribution. Items are made available internally and externally via custom built web sites.FF&E Purchasing: Furniture, fixtures and equipment is the second team to be built as a new function. A growing team that supports develop of new equipment, planning, purchasing and distribution of capital items. Develop partnerships with KES and equipment manufacturers to support ongoing facilities demand, new restaurant construction and refreshes. Expanding to include smallwares and critical construction materials.

Once was told by a professor/mentor that teaching is a great reward, they were right. This was an opportunity to experience education from the front of the classroom. It was very rewarding, enjoyable and something to do again as time allows.Course: Introduction to International Logistics Management• Material provided an overview of the basic challenges facing international supply chains • Subjects covered: market assessment, methods of entry, contracts, modes of transport, INCO terms, packaging, communication, insurance, etc.Favorite Experience: Watching students present their case studies of local DFW organizations involved in shipping internationally and attempting to use course knowledge to resolve the greatest challenge.

The position is a mix of consultant, project manager, sales and customer service. Role Specifics Approaching New Business• Meet with potential customers to understand operations, challenges or limitations• Analyze data to develop an operating plan that meets service and cost expectations • Present the plan to the customer, from operator to president• Craft contract language clarifying design assumptions and performance expectations• Develop transition/project plan to be used for the startup• Develop metrics to track performance against expectationsSupporting Existing Business• Assist with creation of quarterly performance reviews• Identify opportunities to improve service or create cost savings• Adjust operating model to support changes in customer’s business• Develop models for new operations, similar to new business responsibilitiesIndustries• Paper (Recycling and Roll Stock Manufacturing)• Windows – distributor and job site fleet planning• Mattresses – retail store delivery with dedicated fleets• Retail Distribution – crossdock and store delivery with parcel, LTL and dedicated fleets• Corrugate (sheet and box plants) – buffer warehouse/dedicated fleets to end customers• Food Packaging – freight optimization with a dedicated fleet• Food Packaging – raw material warehousing and yard management• Air Filtration – finished goods warehousing and transportation management• Health and Beauty – buffer warehouse and shuttles• Auto Parts – retail distribution• Tires – raw material warehousing and line side delivery• International Trade – container drayage with dedicated fleet• Chemicals – customer distribution center deliveries with dedicated fleetsSkills Refined• Operation planning• IT management• People managementFavorite Experiences• Exposure to the realities of retail distribution• Growing a customer from a single fleet to 4 fleets, a TMS and 2 distribution centers

Progressed from a Senior Project Manager to a Strategic Account Executive. Supported several of Penske Logistics’ largest customers with continuous improvement projects, new technology development and project management. Transitioned into a lead sales role to focus on growth with new customers. Industries• Food Manufacturing – plants to distributor network with dedicated fleets• Restaurant – dedicated fleets, distribution center management and network design• Auto Parts (Retail) – store delivery dedicated fleets and transportation management• Auto Parts (Dealers) – fleet design, transportation management and distribution center• Retail – fresh delivery dedicated fleets and crossdock management• PVC Conduit – distributor and site delivery with flatbed dedicated fleetSkills refined• Fleet design• Transportation cost analytics• Project Management• Software definition, development and testing• Sales prospecting• Presentation skills• Lean, 5s Methodology and Six Sigma Green Belt practicesFavorite Experiences• Developing a cost allocation program to identify cost per SKU delivered• Applying things learned in one industry as a new way to operate in others• Rolling out a distribution center and fleet delivering to 150+ locations daily

Progressive roles provided an overall understanding of Coors manufacturing processes through the end customer. Worked on and led great teams planning production, delivering product and supporting Coors customers.Progression of Roles• Production Materials Financial Analyst• Finished Goods Warehouse and Valley Transportation Financial Analyst• Production Labor Planning Financial Analyst• Distribution Network Design Analyst• Distribution Network Implementation Project Manager• Transportation Manager – Distribution Centers• International Transportation Manager (Liaison to Mexico)Skills Refined• Financial planning, forecasting and variance analysis• Labor planning• Carrier bids• TMS setup• Third Party Contracting• Developing partner relationshipsFavorite Experiences• Learning first hand from visiting the barley farms to putting beer on the store shelves• Building partnerships with new distribution center providers and carriers• Developing the business case to shift from slipvsheet to pallet shipping

Started as a warehouse floor supervisor and progressed through corporate roles supporting operations and sales. Led the process of modeling new business opportunities through an activity-based costing model that required coordination between Human Resources, Real Estate, Engineering, IT, Sales and Senior Management.Skills Refined• Shift Supervision (people management)• Production Line Design• Budgeting• Cost Modeling• Contracting• MultitaskingFavorite Experiences• Developing processes for a copacking operation• Learning to drive a forklift• Implementing a distribution center for a “.com” startup