Sajjad Rizvi (Riz) Email and Phone Number

Assumed a single-threaded multi-site leadership role managing five delivery stations, and only 1 of 29 leaders managing both building and delivery operations, overseeing the weekly processing and delivery of up to 730,000 packagesImproved safety across a 5-station region within 90 days, reducing OSHA-recorded injuries by 45%, improved employee safety sentiment feedback by 57% through a simplified culture of engagement, education, and empowerment, securing the top 3 (out of 28) most improved sites year over year.

Launched a 112,000 sq ft site, strategically recruited, on-boarded, and hired leaders from other business lines; within six months, the station rose to the #1 ranking within an 18-site region, #7 out of 256 stations in the US and CanadaTurned around the country’s 3rd largest delivery station at the time (495,531 sq ft) within 90 days, improved the station ranking from #108 out of 270 stations in the US and Canada to # 15

Assigned a consolidated leadership role that previously encompassed four managers, with ownership of two-thirds of the site’s volume, directly leading four exempt, salaried, managers with over 600 associates, effectively communicating clear principles across teams to generate consensus and consistencyImproved the site’s productivity across 4 of 6 metrics, up to 18% through strategically, and efficiently, optimizing shift lengths, labor quantities, volume flow, sorter utilization, and volume distribution across the day, adjusting to fluctuating daily volume, arrival schedule, and miscellaneous variables Developed and mentored leaders by on-boarding new managers and interns, promoting them to next-level roles, and becoming the subject matter expert for the facility’s manager-focused leadership development programServed customers by implementing a system to consolidate loose packages after the conclusion of building operations, and re-directing them to their destined outbound trucks to make delivery deadlines; these efforts led to a 58% basis points improvement year over yearPlanned and the site’s 2019 Prime Week Playbook, coordinating efforts between Operations, Safety, Human Resources, Industrial Engineers, Transportation, Learning/Training, IT, and Facilities/Maintenance teams to process over 1.47 M units over the week

Created and implemented the site’s central monitoring control center, auto sorter monitoring structure, and productivity tracking tool that was adopted network-wide, providing leaders with instant performance metrics to facilitate accurate operational decisions regarding volume flow and labor distributionAccompanied an international team deployed to India in support of Diwali peak operations; analyzed local methodologies from physical processing to daily planning and reporting, created a productivity and planning tool and detailed study with actionable initiatives to improve performance on multiple levelsCollaborated at a Kaizen event focused on implementing a network-wide central control function for individual sites; influenced outcomes by owning performance tracking tools and sharing successful strategies from previous experiencesDirected large teams that ranged from 150 to a peak season strength of 600 direct reports; set both the regular season volume-processing shift record, a 45 % increase, and peak-volume record, a 24 % increase; drove building performance by strategically determining ideal volume mix and distributionPioneered the Flow Control Manager role; consolidated planning and coordinated live operations to reduce the inefficiencies of multiple shift plans

Facilitated the flow of critical information to and from all Infantry Battalion (800 Marines) assets and leadership, from the Combat Operations Center, including subordinate and higher units of Administration, Intelligence, Operations, Logistics and CommunicationsTrained subordinates and foreign militaries including members of the Iraqi Security Forces, Georgian Armed Forces (Republic of Georgia), Australian Defense Force, and African partner militaries of Senegal, Gambia, and GuineaCombat Veteran of Operation Iraqi Freedom; member of one of the most engaged and high casualty stricken unit of OIF (L CO 3rdBN 25th Marines)Marine of the Year 2005 (Combat Tour L CO 3rdBN 25th Marines); passed selection and joined the Battalion’s Scout/Sniper PlatoonNavy and Marine Corps Achievement Medal (For Actions in Combat); Combat Action Ribbon; DLI’s DLPT5B (L Range) proficiency in Urdu at level 3

Dispatched a fleet of Less-Then-Truckload union drivers out of one of the company’s highest volume and centrally located hubsCoordinated daily freight deliveries and pickups, monitored progress to ensure on-time service while maintaining DOT compliance Resolved customer service issues ranging from delivery time, tracking, pickup availability to damages and claim procedures

Managed and strategically forecasted supplies for 1 million sq. Ft. facility with a standing inventory of up to $ 2.4 M and annual usage of $ 4.1 M; fulfilling procurement responsibilities for the DC through external vendors, while maintaining business relationships Created and integrated the first Value Added Services department within the DC; reduced third-party costs and lead times by creatively leveraging a flexible labor model to internally process over 2.7 M units for various brands across the companyTrained in Lean Process Improvement Skills and OSHA (30-Hour) regulations, in a classroom environmentLeveraged knowledge of Warehouse Management System (WMS/PkMS), Labor Management (LM), Performance Management (PM), Kronos, Pyramid Control Systems, SAP, Ariba, and 5S methodologies to lead multiple Inbound and Outbound departments

Guided the Receiving department in preparation and execution of peak season volumes by focusing on a reduction of trailer cycle times Boosted associate job satisfaction, safety and teamwork through leadership by example, motivation, energy and drove changes based on the Receiving team’s Associate Opinion Survey results, using the momentum to exceed department productivity goals

Conducted the onboarding and training of associates in multiple areas, during the initial go-live of the Distribution Center, to include order picking, packing, research, resolving, and returnsTrained other trainers, created training materials and designed team-building exercises in addition to acting as Project Administer for time-motion studies; making process improvements to increase efficiency throughout the Distribution Center