One World Logistics (OWL) of America Inc. is a dedicated truck load carrier representing 25% of Honda NA Manufacturing parts transportation. OWL generates $75 million in annual revenue with employees working across 3 North American locations.Established and evangelized company's overall strategic vision/direction while maximizing shareholder value. Led and motivated cross-functional staff of 331 employees to peak performance levels while driving success of all NA locations; directly supervised Vice President. Maintained corporate governance standards, minimized risks, and continually evaluated/enhanced performance. Controlled $75 million P&L, operational expenses (OPEX), and capital expenses (CAPEX). Consistently exceeded expectations of Honda's manufacturing and assembly facilities. Reported directly to regional CEO. Served on Board of Directors.Assets: 1100 trailers, 280 drivers, 200 tractors, and 40 yard trucks. Transportation Services: LTL brokerage, air cargo, freight forwarding, import/export, and drayage. Successfully turned around this financially underperforming transportation company. Restored business to profitability:► Eliminated service redundancies/overlaps by consolidating 4 disparate transportation operations into a single company.► Minimized OPEX by changing equipment model mix to 50% owned, 40% leased, and 10% rented.► Stopped $11 million in annual spending by exiting unprofitable routes. Renegotiated lane rates to generate $1+ million.► Boosted on-time delivery from 96% to 97.5%, beating customer target of 97%.► Slashed $1.1 million in annual fuel expenditures by improving miles-per-gallon (MPG) performance by .5 MPG.► Cut annual tractor/trailer costs by $1.1 million. Removed excess of 23 tractors and 150 trailers.► Realized $2.1 million in additional tractor/trailer savings. Reduced average tractor cost/unit from $2400 to $2100, saving 12.5%, and average trailer cost/unit from $400 to $320 saving 20%.

Integrated logistics provider with 1,300+ associates across 4 locations generating $94.4 million in annual revenue.Directed 1.2 million square-foot warehousing/consolidation center operations supporting automotive and motorcycle assembly plants. Oversaw operations of Engineering, Quality, Safety and Environmental, New Model Development, IT Systems, and Sales Departments. Reported directly to regional CEO while improving NA operations support, business solutions/development, import/export packaging, vendor-managed inventory, facilities and equipment engineering, plant support, human resources, finance, and joint venture maintenance. Received and shipped 400+ 53-foot trailer loads of freight per day while completing inventory turns within 36 hours. Directed Vice President and 4 senior managers to ensure seamless operations across all locations. Drove 1,300 in-direct reports to perform their best work while optimizing $169 million annual operating budget.Managed supply chain, specify purchasing requirements, and strengthened relationships with key suppliers. Formulated long-term plans, led critical executive meetings, and established business direction. Cultivated and strengthened critical partnerships with high-level industry leaders and C-Suite executives.Led 3 joint ventures to receive 13 Honda Performance Excellent Awards for quality, delivery, and service: Formed mutually advantageous joint ventures with Great Lakes Assemblies in Ohio, Gulf Shores Assemblies in Alabama, and Indiana Assemblies in Indiana. Served on Board of Directors for all joint ventures.► Generated annual revenue of $1.2 billion, with net profit of $7.1 million, for all 3 joint ventures in 2015.► Negotiated $1.25+ million in tax abatements.► Achieved world-class operating equipment efficiency (OEE) scores of 85% at GLA/Ohio, 87% at GSA/Alabama, and 90% at IA/Indiana.

Played key role in starting up and expanding MEI organization/sales, ultimately guiding business to generate $94.4 million, with $6 million net profit, in 2015. Oversaw 888,000 square foot facilities managing 7,000 part items. Launched new plants and services to support subsidiaries in Canada, North Carolina, and South Carolina.Delivered Results:► Established sub-assembly as service within Consolidation Center (CC), which grew to generate $3 million, with 5% profit, in 2015; enabled 41 different sub-assemblies (managing 9 million pieces) to be delivered at 6PPM quality level.► Improved cash flow, and garnered up to $2 million in extra income annually, by negotiating new methods of payment for CC services.► Significantly eliminated process errors and reduced inventory levels from 2 days on hand to 1.5 days on hand.► Won Plant Manager Award from key customer in recognition of outstanding service.► Significantly improved processes by creating Kaizen quality groups/teams. Introduced TQM, PQCT, PFMEA, and 5S principles to enhance general organization and cleanliness.► Earned fast-track promotions through increasingly responsible managerial positions for 10+ prior years.