Mark Sterling Email & Phone Number

Miami, Fl, Us

Palm City, Florida, Us

• Ensure strong internal and external service and support from assigned teams, working with leaders across the organization to ensure effective collaboration across teams.• Communicate and model behavior in order to promote mission and culture alignment, drive goals and policies, and effectively address areas of concern and conflict.• Evaluate and manage risk within assigned teams, facilitating solutions to increase effectiveness and mitigate organizational risk.• Provide leadership and expertise on special projects as requested.

Palm City, Florida, Us

• Provides thought leadership and guidance to the terminal operations leadership teams by developing and implementing growth and operational excellence strategies, leveraging data and formulating KPIs to evaluate profitability and effectiveness across terminal operations platforms. • Openly communicates and ensures that a strong partnership exits between terminal operations and the commodity product lines.• Lead business process transformation and continuous improvement cross all functions and regions. Develops and applies global strategies to optimize the supply chain, drive standardization and oversees the development, preparation and presentation of productivity improvements.• Lead business unit growth by developing and supporting strategic business plans for rail, vessels and terminal operations.

Palm City, Florida, Us

• Perform all duties and responsibilities of previous position of Terminal Manager.• Perform additional responsibilities of managing the Armellini Palm City Warehouse operations.• Responsible for team of 200 people and $8M operating budget.• Successfully managed project to construct new pre-cooling/transfer facility in Armellini Miami warehouse.• Designed and implemented the use of one label/pallet scanning for loading trucks, which resulted in increased productivity and lower shrinkage. Approximate saving for 2008 and 2009 is $210,000.00• Created and implemented daily receiving and loading goals and introduced new technology into warehouse receiving and loading, which successfully reduced warehouse costs and increased productivity. As a result, Armellini reduced warehouse staff from 88 full-time employees to 56 and shortened daily loading time by an average of 1 hour per day. Each hour saved, equals $1000.00.• Developed and implemented online data entry system for all terminal locations. This allows for growers, shippers and importers to input shipments up to five days in advance, and generate shipping labels and bills of lading for shipments being tendered to Armellini.

Palm City, Florida, Us

• Performed duties and responsibilities of Assistant Terminal Manager: Responsibilities include, building maintenance, vehicle maintenance, warehouse operations, dispatch and local drivers personnel, human resources, • Designed and implemented system to communicate information quickly and effectively with Miami Shipping Community via email.• Successfully converted and upgraded barcode scanning system to Wireless 802.11, to increase productivity from 4,000 boxes per hour receiving to 8,000 boxes per hour receiving.• Pioneered box auditing system, to accurately record correct cubes to recoup $100,000.00 annually in lost revenue due to incorrect box dimensions.• Designed system that allows for electronic approval of purchase orders and invoices, to streamline the accounts receivable and payables of the Armellini Miami Terminal.• Designed Armellini Online Days of Service schedules, to ensure more accurate information for the Miami shipping community.

Palm City, Florida, Us

• Managed a staff of 140 employees, which included, drivers, mechanics, warehouse workers, building maintenance and office personnel. • Instituted/managed programs to decrease product receiving and LTL outbound time to save $500,000 annually. • Supervised the implementation and conversion of the company’s billing and rating system from a Unisys mainframe to an AS400 system.

Palm City, Florida, Us

• Manage the customer service department with a client base of 1200 customers. • Unified the claims and customer service processes under one department.• Regionalized the customer service and sales departments: Paired customer service representative with a regional sales rep to provide a more personalized and focused approach to solving customer issues and problems.• Reduced claims processing time from 120 to 30 days.