Bob Dujmovich Email & Phone Number

Romeoville, Illinois, United States

New Lenox, Il

Elk Grove Village, Il

My current role is Branch Manager at the Chicago production facility of Direct Link Worldwide. As the senior employee at the facility, my duties and responsibilities require me to drive all aspects of the operation, including ensuring compliance with all applicable TSA documents and requirements, processing of payroll, maintaining appropriate supply levels and managing daily client reports. During my time with Direct Link, I guided the business unit through a 300% increase in volume. At its peak time, the facility employed 35 full-time and temporary employees over two shifts and processed and shipped nearly 8 tons of parcels and e-commerce per day. In order to ensure the continuation of a smooth production process during this peak transition, I was able to draw on my past experience and reinvent the production process to meet the new business needs. I also implemented a system of cross training once compartmentalized employees in order to provide a more flexible staff capable of responding to the changing business needs.Because of our position as a satellite business unit, it is critical that we maintain excellent communication with our corporate headquarters. As such, I am in daily communication with senior management as well as my peers to discuss any challenges, production improvement ideas as well as incoming freight. When I first joined the Direct Link team I found a business unit struggling to meet expectations in terms of deadlines, customer service goals and profitability. I was able to identify areas of improvement in process and workflow in order to increase efficiency and improve our deliverables. In my time as Branch Manager, the Chicago facility has met or exceeded all production deadlines, requirements and customer expectations.

Greater Chicago Area

I actively managed office and field quality evaluation operations for the states of Wisconsin, Illinois and Indiana. At its height, my office team consisted of three Team Leaders and several office support personnel while the field staff totaled five Field Operations Supervisors, twelve Crew Leaders and over one hundred Interviewers. I was responsible for the successful planning, implementation and monitoring of CCM QC field operations. Upon completion of each operation, I prepared a written report for Washington, DC which analyzed the effectiveness of the training program, policies, procedures, and the methods used in the field to enhance both future operations and future Censuses.In order to ensure a successful count, I had to effectively train, coach, develop and motivate each staff member. I was responsible for assigning the team’s goals and workload, monitoring their performance and progress and with taking any necessary corrective action. Additionally, I was tasked with monitoring cost and progress reports for the evaluation operations and with holding regular meetings with CCM Managers, Directors and Headquarters to ensure operational consistency. During my time as Team Supervisor, all field operations were completed on time, within strict data quality standards and under budget. I performed my duties at a high level and, as a result, I was one of the few temporary staff members to be retained by the Census Bureau to close out the last decennial operation.

Greater Chicago Area

As the Illinois Team Leader, I helped coordinate data collection efforts and ensure all operational requirements were met for the largest field coverage team in the region. I was required to help determine supervisory districts and to allocate field staff based on projected workload and staffing allocations. In order to ensure that the staff was successful in carrying out their tasks, I conducted training classes and field observations. If I uncovered any discrepancies during training or in the field, I would recommend corrective action to the Team Supervisor based on Census guidelines and precedents. During the field operations, I audited the collected data and the field activities for quality and compliance to data collection standards. Finally, I would meet daily with CCM management to report on data collection progress, challenges and resolutions.During my time as Team Leader, the Illinois Team met or exceeded all goals regarding data collection and expenditure control. As a result of my performance, I was promoted to Team Supervisor in July of 2010 and promoted again to Quality Control Team Supervisor within three weeks.

Greater Chicago Area

I managed the workflow, scheduling and coordination between six functional areas which encompassed seventy five plus employees. It was my duty to analyze the workload of the business unit and adjust the personnel and equipment resources in accordance to business trends and the generated revenue of each project. In addition to these tasks, I directly managed a staff of eight employees and twenty independent contractors. For my direct reports, I was responsible for seeing to all of the hiring, training, coaching, development and evaluation needs. For each team member in my area of influence, I reviewed, reconciled and processed timesheets and invoices on a daily basis.In order to ensure the studio workflow was efficient and each project came in on time and on budget, I conducted daily workflow meetings and weekly staff meetings with the staff, my peers and senior management. Additionally, as the administrator of the purchase order process and equipment resources, I sourced new vendor relationships while maintaining a network of existing vendors. Due to the strength of my interpersonal skills, I was asked to conduct studio tours and seminars in order to help the business develop relationships with potential clients.

Greater Chicago Area

I began my career at Ambrosi/Schawk as the logistics manager for a team of twelve Merchandise Coordinators. I guided my team to ensure the trafficking, shipping and receiving of all merchandise was in accordance with company guidelines and client specifications. One of my first tasks at this position was to develop and document a set of standard operating procedures to guide the department. The procedures proved to be successful were rolled out to the entire company. In order to measure the efficiency of the improvements, I also organized a set of process measurements and reports. These reports were also used to identify additional areas at the business unit for actionable efficiency gains. For the department I was also responsible for all Human Resources, OSHA and safety related activities and procedures. I conducted weekly staff meetings, assigned all projects and accounts to the team and ensured each account was scheduled properly in accordance to business needs. After being hired to this position, I began to evolve the merchandise coordinator position from one which had no upward mobility, into a position which trained future leaders in the company. My success in this position led to my promotion to in March of 2006.

Greater Chicago Area

As the Executive Team Leader, I was in charge of multiple departments within the Target store. I provided continuous evaluation of the status of the sales floor and determined the priorities of one hundred ninety team members. In order to ensure that the store gross margin was being met, I reviewed current sales figures to determine proper daily staffing and stocking needs. In addition to these tasks, I was also appointed as the Daytime Logistics Manager to direct the operation of the stockroom to ensure functions met or exceeded company guidelines. To ensure world class customer service, I resolved customer complaints utilizing creative problem solving skills while staying within company guidelines. As a store executive, I ensured security protocols, administrative functions and cash office procedures were followed for store opening and closing.