Global Distributor/ Manufacturer/ Developer of Hair Care Products-Directly responsible for $22M of inventory across thirty storage and 3PLs in the US, Holland, Israel and China-Spearheaded, planned and executed consolidation of all stock in the US 3PLs into new warehouse complex-Developed pick-path that extended to outside warehouses and integrated into daily operations-Planned and executed first full-blown inventory, instituted cycle-counts for warehousecomplex -Hands-on management of SKU lifespan from creation to disposition, BOM development and management

Global leader in extremely high-end cycling, equipment, and accessories- Directly responsible for over $6M in inventory in five satellite locations- Managed, allocated, and appropriated 75K unique SKUs- Increased order selection productivity upwards of 400%- Increased inventory accuracy from 45% to 98%- Managed high velocity SKUs in two locations on a daily basis- Physically built new, state of the art warehouse. Developed bin language, work-flow, and managed labor for an operation realizing an AOV of $2000-$2500- Moved, relocated Company's entire stock into said new facility- Hands-on management of day to day operations, including all inbound freight, work-load delegation, inventory management, labor, and web order fulfillment- All work was performed remotely on hand-held devices/ Surface computers- Initiated and maintained brand cycle-counts- Point person for product re-calls, price protection, as well as slow-mover swaps- Effectively eliminated product and customs errors for global shipments- Initiated and maintained personnel process accountability on all operation's fronts -Built backbone with entire SKU assortment for new WMS transfer and launch -Executed full integration of legacy WMS into brand new ERP system -Developed bin language for newly reconfigured facility -Hands-on management of SKU lifespan from creation to disposition -Developed and instituted inbound and inventory control departments

Master Agent for cell phones, pre-paid, and monthly calling/ data plans-Directly responsible for day to day operations, inventory, personnel, process implementation, and special projects in two warehouse locations-Directly responsible for all product inbound, storage, and outbound shipments-Developed and refined entire return and RMA process-Managed product processing for ever-changing SKU assortment along with extremely high velocity SKU movement- Executed weekly inventories and maintained an accuracy of 99.8%-Shipped orders valued upwards of $40-$50K daily- 1M monthly-Effectively eliminated both product and shipping errors-Developed and instituted all operational SOPs-Created, instituted, and maintained monthly employee evaluations-Relocated and reconfigured warehouse for future growth-Implemented UPS software and equipment to reduce overall monthly shipping costs upwards of 30%-Cut supplies costs an average of 44%-Developed bin and simplified SKU language to allow for SKU assortment growth and order selection efficiency-Utilized third party carriers to expedite extremely high-dollar shipments throughout the East coast-Collaborated with business expansion managers to assure new and existing employees received necessary equipment and timely reception of their payroll across the East coast

EXPERIENCEUncommonGoods LLC. 2004 - 2011Catalog and online gifts retailer processing 300,000 orders per year in a 65,000 ft. warehouse. Inbound Operations and Reverse Logistics Manager 2008 - 2011 - Implemented processes that reduced operating costs 32% per year- Organized and developed formal operating procedures for replenishment, put away, product auditing, and receiving - Defined staff job responsibilities and accountabilities - In collaboration with other department managers, developed and implemented formal training program which cross trained staff in all functional areas of the operation, providing the company with talent needed to support growth plans- Directly responsible for quarterly inventory, scheduling, execution, reporting, and reconciliation- Initiated weekly productivity reviews with each employee providing ongoing feedback resulting in improved morale, higher productivity, and 0% turnover - Developed productivity metrics for the replenishment and put-away departments allowing the company to determine best use of resources- Hiring, progressive discipline, and termination of a full time staff of 8 people as well as a seasonal staff of 50+ people spanning twenty-four hour days, seven days a week during the seasonal peak- Created an overnight cycle-count process to maintain inventory count integrity, improving accuracy by over 55% - Budgeted and schedule three shifts of operations with staff levels ranging from 8 to over 50 seasonally - Consistently achieved budget targets and accurately staffed to achieve production targets

- Supervised and trained third shift staff in each aspect of order selection, order packing and order shipping as well as receiving and put-away duties- Implemented a change in the warehouse order selection pick path that raised selection efficiency by 40%- Developed packing materials projections to allow savings from vendors as well as allowing maximum pallet flow into and out of the warehouse- Responsible for all materials ordering. Negotiated lower costs with most vendors- Developed, oversaw and maintained company's first cycle-count team in the 2005 season- Performed order selection, package preparation and shipping tasks using the UPS and USPS that used Worldship and then Clipper Ship software

A 500,000 sq ft car parts distribution center with a 20 door receiving facility serving 142 stores on the east coast- Instituted pilot-program for voice activated order selection- Supervised a team of 12 employees and maintained a positive and productive environment to lower turnover rate - Ensured all daily orders were processed accurately and efficiently- Processed and planned for large recalls and the daily exchange of various product returned from over 142 retail locations- Delegated daily workloads and scheduling for inventory maintenance and data entry.- Hired and trained new employees. Conducted evaluations- Terminated full-time employees who did not meet department standards- Organized and planned outside storage space and created outside warehousing for inventory purposes