Oversee all maintenance activities for a 1 million square-foot distribution center. Manage multi-shift maintenance teams focused on all building and system maintenance, supplies and parts requisition, and capital projects.• Manage over $4 million of OPEX and CAPEX budgets with no overspends. Responsible for building annual budget for SVP review and approval.• Assigned Site Project Lead for $27 million, 336,000 square-foot facility expansion.• Developed a Pallet Repair program sorting and repairing backhauled and recycled pallets. Drove cost savings of over $500,000 annually. Instituted program in other facilities within network. Program has a $2.5 million savings potential within the supply chain.• Leveraged current engineering systems to track sortation system performance. Expanded upon current data to establish KPIs focused on optimization of system runtime and capacity. Initiatives resulted in a reduction of 5% no-read rates and a 10% increase in system throughput. Result for operational teams equates to an increase in daily volume equal to 20,000 cartons.

Oversee all outbound operations serving Five Below’s Southeast Region. Lead a team of over 200 team members in the picking, packing, sortation, palletization, and shipment of all outbound freight. Responsible for the professional development of both salaried and hourly leaders.• Set the production and staffing goals for each day in accordance with store’s sales plans. • Responsible for the professional development of over 20 salaried and hourly leaders.• Assisted in the development of a company-wide pick slot optimization strategy that led to a 30% production lift for all picking operations.• Established shipping best practices used to increase both productivity and quality. Resulted in a 40% production lift, reduction in pallet errors and discrepancies, and reduced the time to onboard new hires to only 3-5 days.• Implemented daily team touch bases and weekly team reviews by all leaders to increase team culture and reduce attrition. Resulted in the reduction of the average daily callout rate to 5% and the average new hire retention rate of 80% or better.

Responsible for the management of the center's rolling stock fleet of more than 400 assets and all building related maintenance for a 1.5 million square foot distribution facility. Directly managed a maintenance team in coordinating for preventative maintenance and capital projects to ensure consistent operational readiness and systematic continuous improvement. • Responsible for 14 business accounts totaling $1.4 million.• Conducted root-cause analysis to identify maintenance short-comings and cost overruns within the existing trailer maintenance program. Instituted both internal and external solutions as a result to increase asset serviceability, reduce maintenance lead times, and decrease program cost by approximately $300,000. • Managed all third-party contractors in support of daily operations and infrastructure improvements to ensure their tasks and efforts were properly aligned with the company's overall strategic vision.

Selected to serve as the Battalion's lead project manager for Operation Cold Response, a joint-NATO training exercise in Norway. Developed and managed the planning and operational timeline to deploy 80 Soldiers, 14 M1A2 Abrams Main Battle Tanks, and 11 armored support vehicles to conduct tactical operations in Norway's arctic environment. Coordinated with senior US Army commands to build a comprehensive support plan consisting of movement of all equipment and personnel, maintenance schedule and parts flow, storage and movement of hazardous material, coordination with local authorities for secure movement of over-sized heavy armor assets on civilian roads, and all necessary life support functions. Also served as the liaison to senior Canadian and Swedish commands assisting in the operational employment and support of all US Army armor assets.

Selected to serve as the lead transportation coordinator for a Combined Arms Battalion, responsible for the rapid world-wide deployment of over 800 Soldiers and 250 heavy armored combat vehicles. Directly coordinated with senior US Army logistics centers and foreign movement authorities to requisition multi-modal contracts for movement of the Battalion from the United States to Germany and then Spain. I was labeled the best Battalion Unit Movement Officer operating in the European Theatre by a senior US Army Europe (USAREUR) movement official.

Led the Battalion's only Logistic Support Platoon consisting of 40 Soldiers and 35 armored support vehicles valued at $16 million. Directly charged with the logistical support and distribution for a Combined Arms Battalion comprised of over 800 Soldiers and 250 heavy armored combat vehicles. Restructured the platoon's hierarchy and reporting channels to improve efficiency and reduce lag time. Resulted in zero deficient customer orders and fastest response time. Personally oversaw and coordinated a distribution and storage plan of over 9,000 pounds net explosive weight of ammunition and 100,000 gallons of fuel to support the Battalion's rigorous two-month field training exercise. Deployed the Platoon to the Baltic States in support of the the US Army's Operation Atlantic Resolve. During that time I managed the simultaneous accountability, safe-storage, security, and distribution of the US Army's ammunition across seven countries. The inventory consisted of over 80 types of ammunition, including secret and confidential items, and totaled 78,000 pounds net explosive weight. It was the largest US Army shipment and inventory of ammunition in the Baltic States to date.

Directly managed and responsible for the welfare and tactical employment of 44 Soldiers and four M2A3 Bradley Infantry Fighting Vehicles valued at $20 million. Responsible for the development and evaluation of four subordinate leaders. Personally developed a 9 month training and maintenance schedule to prepare my platoon for a one-month tactical certification at Fort Irwin, California. My platoon was rated the most lethal in the company.