Complete P&L Responsibilities. Warehousing and Replenishment, Inventory Management, Associate Relations, DOT, Safety, SQF certified facilities, E-commerce, Wholesale, Retail Stores, Fundraising Fulfillment capabilities, Including refrigerated, Freezer, Dry storage, all inclusive food grade Warehouses.

SIMOS Insourcing Solutions is a privately held (Temp) labor management firm that supplies (Temp) contingent labor in high touch environments such as distribution centers. We provide engineers, supervision and labor within our customer’s facilities, which includes many Fortune 500 companies, to reduce their operational costs. SIMOS specializes in streamlining the way organizations work with contingent labor and high touch environments.I implemented many changes to this business in a very short period of time, eliminated a lot of paper processing to help get the junior leaders out on the floor and focused on the processes of each department and not compiling redundant paperwork for each process. I worked with the junior leaders, and other leaders to help reestablish our credibility as a service provider to the customer. Worked with the regional sales manager and the president to help better educate them on how we staff a mechanized building in terms of associates and product flow. During my short tenure with SIMOS we reported record profit margins that had never been achieved for this facility, every week I worked on this account we improved our margins.

Responsible for DC Operations of a 1.1MM Sq. Ft facility, Improved customer service by getting all orders current, Implemented 5S program, implemented employee health and safety program, implemented PIV safety program, implemented labor management accountability program, implemented management development program.

Complete Logistics leadership from both a strategic and tactical viewpoint. Achieved best ever D&W for two Chicago branch’s that I trained in by guiding the two Warehouse managers to stretch for new goals, and by holding the junior leaders accountable to expectations. In fact one of the Chicago branches was awarded Branch of the year in 2011 as a direct result of my involvement in driving down cost. Was appointed day to day duties for the Carteret NJ Branch late in 2011, In addition to running the day to day warehouse duties, I spearheaded a $2MM Relocation project that consisted of relocating the Carteret NJ Branch to Perth Amboy NJ this was accomplished on time and below budget. I led the Perth Amboy NJ location to tops in the country out of 75 warehouses in just 8 months time saving well over $100k in labor through August 2012 as compared to same time LY. Set the “World Class” pace from a safety perspective with no OSHA recordables for two straight years. Reduced Damages by 77% this year as compared to Last year, reduced Cycle Count Adjustment’s by 62%. Went from last in the network to first from a fleet perspective by replacing non caring drivers with new more experienced drivers, Achieved 8.4 MPG for the month of July which was the best in all of Bunzl, was in the top five in the network from a engine Idle time perspective, was at 100% for three straight months for our defined sites in our driver tracking system, went the entire year with no DOT Violations, Out of the two R3 Metro branches went from the branch that needed to follow the very small satellite warehouses SOP’s to the role model branch for all Bunzl warehouses to follow.

Facility strategic appointee for systems integration/end to end testing. Was responsible for physically addressing the facility to make it go live ready not only from a systems standpoint but also from a physical standpoint. This enabled us to open our new 465k square ft facility on time and under budget by $175k. Managed, motivated, and trained, multiple direct reports, and 225 production associates with a $55MM annual operating budget. Produced world class KPI results for my eclectic areas, and was consistently in the top three in the network, and number one in my facility.

General Manager, Ohio Facilities – Provided 3PL reverse logistics services for multiple accounts. Target Stores, Target.com, Wal-Mart.com, Kohl’s, Radio Shack, LG, Sears/Kmart, Circuit City, and Curtis. Operational and client facing responsibility, including B2B and B2C Sales Management. (The 4 facilities that I managed ranged from 75k square ft to 350k square ft) achieved a 100% on the company sponsored Core excellence audits.

Sr Ops Manager of Distribution & Logistics – Retail Ventures Inc Hard lines Distribution Center. Full operations & cost responsibilities for this 520k square ft facility. This was a two shift distribution center employing nearly 200 Team Members. Directed all distribution & logistics functions within expense budget. Directly responsible and accountable for store relationships, inventory control, distribution, facility maintenance, safety, personnel, productivity and quality control.

Spent 21 years with The Limited Inc In Cols Oh. I worked for Mutiple Divisions during my tenure with Limited. With a proven track record of World Class Results in All KPI Metrics. Produced top notch results, drove overall productivity to best in class. Developed and implemented cost reduction initiatives yielding annualized savings over $250k.Carton reuse program, carton rounding program, re profiling of racking based on ergonomics study to use most favorable zones during picking for the A items. Re-worked costs with third party Company for our VAS area. Improved associate morale through communications and team building initiatives.

Was responsible for all aspects of the Distribution Center including all P&L and client facing challenges. 850,000 Square ft. Receiving increased productivity by 68 % in one year by working with the local freight consolidators to sort and palletize our merchandise. Project Manager for implementing PKMS for Lerner New York division. Safety manager implemented a weekly safety audit checklist to ensure that our associates were compliant with the company safety guidelines. Store supplies retrofit. Worked With a cross functional team to retrofit our store supplies into one facility for all brands, to reduce warehousing costs.

Superlative Track Record of World Class Results in every Metric. Improved opinion survey results from last in the network to number one in 6 months, by involving the associates in challanges revolving around the poor results. P & L and General Management responsibilities for different areas of the 1,2m square ft Distribution Center with $990MM sales annually. Determined staffing levels for the distribution center for both Management and hourly associates during peak and non peak periods. Developed capacity plans for all areas. Developed and maintained the annual budget. Responsibilities included 250 hourly Associates over 3 shifts 15 supervisors and 30 leads. (1.5MM square ft facility)

“Cacique Division” Although this was for only a short period and was a turnaround business that consisted of 98 stores, was able to improve productivity by 78% in the first eight months, by installing flow rack, which would later be used for Abercrombie & Fitch. Was also DC Merchant Liaison worked to get merchandise shipped to us in inner packs and then allocated out to our stores in the same inners, which aidded us in the 78% increase in production. (The Business was closed due to a lack of sales) worked with each one of the 75 hourly Associates in helping to place them in other areas of the enterprise before worrying about where I would be placed. (This was a 350k square feet facility)

Was promoted to Operations Manager in the spring of 1991. Was manager of every area in the building at one time or the other. Inventory Management Manager responsible for 100,000 SKU’s and over $100 million dollars of inventory, including the responsibility for conducting a physical inventory 2 times per year. I also managed a 150k square ft facility (75 Associate) that was used for gift set processing, by using an alternative means of transportation was able to save $250k in shipping costs in the fall season. Spearheaded an engineering retrofit; consolidated Hard lines with Soft lines resulting in $250k savings annually (This was a 1.1MM square ft facility)

Implemented productivity standardized methods for this new facility. Developed and implemented an incentive program which encouraged team performance and motivated people to obtain goals. Newly acquired facility had yet to produce earnings close to company objectives. maintained associate morale dispite initiating expense reductions to bring operation within budgetary guidelines. Achieved continuous improvement in operating efficiencies and earnings during tenure at facility. (This was a 450k square ft facility)

Increased productivity nearly 100% standardized methods, replacing ineffective hourly associates and retraining others. Developed and implemented an incentive program which encouraged team performance and motivated people to obtain goals. Newly acquired facility had yet to produce earnings close to company objectives. Improved associate morale through fairness, respect, and teamwork while initiating expense reductions to bring operation within budgetary guidelines. Achieved continuous improvement in operating efficiencies and earnings during tenure at facility. Member of Corporate Steering Committee tasked with identifying and piloting operating improvements that could be implemented company wide. Was project leader of relocating Victoria’s Secret Stores on three separate occasions due to rapid growth. (This was a 1.1MM square ft facility)

Was an hourly associates