I advise and consult with leaders in all areas of DC operations to improve their operations with analytical reasoning and business analysis. • Cost reduction: Located 3rd party companies to assist with the collection of scrap tires from various customers. This reduced the amount of on-road time for company drivers that would have been used to collect the units.• Facilities Maintenance: Locating lawn care vendors that are dependable and cost effective.

Led, trained, and coached a team of 25 employees, 2 direct reports, 3 contractors, and 4 vendors in a 100,000+ sq. ft. distribution facility with over 5-million-dollar inventory. Performed all operational and administrative aspects of the Distribution Center (DC), ensuring strict compliance with company policies as well as federal and state regulations. Developed a cohesive team by fostering cross-functional relationships among warehouse, delivery, and administrative departments.• Instituted weekly refresher training for admin, warehouse and delivery team for refresher and introductory training. The training consisted of both hands-on and computer-based modules. e.g.• Customer resolution skills, proper use of forklifts/pallet jacks and scanners. This allowed the entire team to have a feel for what the other workers did on a daily basis the importance of doing your job right the first time. In 2018, I implemented inventory control measures that significantly reduced inventory discrepancies, eliminating the need for full yearly inventory counts for over six years through comprehensive training and accountability initiatives.• Warehouse Leads and Manager were tasked with conducting spot checks of at least 15 different bins/locations per week to check the accuracy of the locations and conduct on the spot training if discrepancies were found. • Repeated offenders were coached individually, and appropriated discipline was administered when needed.Additionally, I optimized route structures, increasing on-road efficiency and meeting or exceeding customer expectations, even during the challenges of the COVID-19 crisis.• Routes were reviewed quarterly to see what customers may needed to be added or deleted by using a Sales program to determine the actual cost to serve. This allowed us to increase productivity by reducing wasted miles and less time spent on-road.

Lead, train and coach 9 union warehouse employees for a 60K sq.ft. facility. Coordinating and establishing continuous improvement activities throughout the facility. • Operating shipping/receiving in accordance with Food and Drug Administration guidelines. • Good Manufacturing Practices and Hazard analysis and critical control point/safe quality food program guidelines.• Applied Lean manufacturing techniques to identifying opportunities to eliminate cost and/or waste.

Lead, train and coach 17 drivers for an 80K sq.ft. snack food distribution center. Manage vendor/carrier relationships. This involved negotiating contracts, monitoring performance metrics, and maintaining open lines of communication to quickly address any issues that arose. • By fostering strong partnerships with our vendors and carriers, I was able to secure favorable terms, streamline processes, and enhance overall service quality. • Establish standard operating procedures to exceed weekly and monthly goals for drivers. These procedures were tailored to optimize daily routes, enhance on-time delivery rates, and improve overall efficiency.• By setting clear expectations and providing comprehensive training, I empowered our drivers to consistently meet and surpass their targets.I ensured the maintenance and upkeep of terminal facilities and equipment, prioritizing safety, efficiency, and operational continuity. • This involved regularly inspecting and servicing equipment, coordinating with maintenance teams, and addressing any issues promptly to minimize downtime. By maintaining the facilities and equipment in optimal condition, we were able to support seamless operations and uphold high standards of service quality.I addressed fleet safety and DOT compliance issues by proactively identifying and resolving potential risks, ensuring all vehicles and drivers adhered to safety regulations. • This included regular inspections, driver training, and immediate corrective actions when necessary. I also analyzed and prepared both short- and long-range operating schedules and budgets, aligning our resources with business goals and ensuring cost-effective operations. This strategic approach allowed for efficient allocation of resources, minimized risks, and supported overall operational success.DC was consistently ranked as one of the top 3 or better for on-time delivery and warehouse inventory accuracy.

Operations Manager Geismar, LA Lead, trained and coached company drivers and independent contractors as well as dispatchers for a 24/7-hour operation. Established standard operating procedures to exceed weekly and monthly goals. • Address fleet safety and DOT issues. • Analyzed and prepared short- and long-range operating schedules and budgets. • Assisted with the development of team members to progress to higher levels within the organization. • Conducted Root cause analysis for pickup and delivery failures which resulted in 30% decrease during 2012.• Increased retention of veteran drivers by holding bi-monthly focus meetings to address concerns and changes with the industry and policies.

Over the road Truck driver. Load, deliver and unload hazardous and non-hazardous containerized/liquid freight for manufacturers. This position allowed me to fully appreciate the importance of being accountable for proper maintenance of my equipment, staying abreast of economic changes and delivering to customers on time. I also was able to appreciate the good and the bad of owing your own business.

Lead, train, coach and motivate 18 to 33 team members in daily operations to ensure a high degree of safety, service and quality in 800K+ sq. ft. DC. Expedite the movement of 15K - 30K cartons per shift. Facilitate safety training and accident preparedness/response. Resulted in raising unit performance from 4th to 2nd within two months. Set, explained and challenged 24 team members to meet new productivity expectations and standards. Resulted in improving performance ranking from 19th to 9th from 23 DC’s within four months

Led 20 couriers and customer service agents for AM and PM shift coverage. Maintained station facilities, major equipment, grounds, security and 19 vehicle fleet. Developed and implemented station procedures. Analyzed and prepared and short- and long-range operating schedules and budgets. Served as liaison between sales representatives and major account customers to negotiate and determine service terms and contracts. Turned around poorly performing branch operations unit by leading 20-member team to achieve excellence. Resulted in reducing overtime by 10% and accidents by 25% to consistently achieve top 10% performance ranking from 1000+ branches. Coached and mentored associates to improve work performance, productivity and customer service. Resulted in consistently achieving 10 to 15% improvements in productivity. I also managed aircraft operations (loading/unloading of aircraft) at the larges FedEx Hub (Memphis, TN).

I worked various roles as a reservist: My primary occupation was a Missile Material Management Officer. My last assignment was a Battalion Maintenance Officer.