PE-backed asset based transportation carrier that offers port drayage, full truckload, and warehousing.

Promoted with expanded responsibilities and projects leading and monitoring the overall financial performance and stability for Hub Group Dedicated through continuous improvement initiatives improving internal/external business processes to maximize ROIC and overall customer satisfaction. Business-critical initiatives included:• Collaborated cross-functionally developing and improving data integrity through new process control tools increasing visibility to internal and external KPI metrics against budgeted benchmarks and customer service performance targets.• Led the end-to-end OTC process design and enhancement builds across ERP, HCM, and OTM systems. • Leveraged Agile methodology translating business requirements into user stories for Scrum backlog prioritization ensuring optimal IT resource allocation against expected ROI. • Responsible for the payroll governance and development of driver pay/compensation packages.• Utilized market data and modeled pricing assumptions to meet both target profitability benchmarks and driver pay targeted wages through more productivity-based pay structures incentivizing all parties.

Selected to build, develop, and lead the Continuous Improvement Team in integrating a newly acquired company including new processes, documentation, and support. Initiatives included streamlining and optimizing systems.Business-critical initiatives included:• Leveraged internal and external market data to identify and implement an optimized asset-based network model supporting internal non-asset network imbalances.• Supported new process design and overall integration effort enabling quick and seamless cross-departmental synergies across existing business lines.• Managed over 70 Dedicated Site P&L statements through detailed root cause analysis to assess variance between modeled pricing design vs actual performance. Developed actions, owners, and timelines with weekly reports to senior leadership. • Partnered with the largest customer accounts through QBRs proposing CI initiatives including optimized routing models, cost savings initiatives, and organic growth opportunities in addition to new business qualification and new price/cost modeling for customer RFPs. • Standardized Go To Market strategy, value proposition, and pricing methodology for new business pipeline ensuring the most optimal network opportunities while providing competitive pricing.

Selected to utilize technology experience and expertise to launch and integrate new products driving Go-to-Market strategy. Managed a team of Multimodal Solutions Managers accounting for $900M in revenue while leading new product development and implementation.• Leveraged IT project management skills and Agile methodology to lead multiple project teams to identify, design, develop, implement, and test new product offerings while building the GTM strategy and customer pipeline.• Launched 3 unique product offerings and revamped multiple process improvement initiatives across all LOBs.

Promoted as the Technology Pricing SME to drive transformation effort responsible for the design and implementation of new Pricing optimization tools. • Lead contact in the implementation of new SaaS based pricing modules and enhancements to automate pricing and quoting tools.• Enabled automated price quoting for customer facing teams eliminating 80% of manual input increasing confidence in market-based price quotes.