Responsible for supporting the operation. Handle a variety of areas to include staffing, IT, process improvement, training and whatever else may be needed.

Senior leader responsible for supporting the operations of multiple business units to include Southern Honda Powersports, Kelly Subaru, Chattanooga Brewing Company and Wingrider Motorcycle Rentals. Responsibilities include support of day to day operations, special projects, IT infrastructure, IT program development and facility operations. Responsible for regulatory compliance, negotiating with vendors and service providers, maintenance of facility assets, maintenance of IT infrastructure, development of software and business analytics. Initially hired to fill General Operations Manager role and subsequently grew into a larger role.• Turned around a struggling new Dealership Management System (DMS) implementation, creating new processes and integrations in support of day-to-day operations. • Improved eCommerce at Southern Honda Powersports through a parts price elasticity study, implementation of Amazon Marketplace and implementation of a 3rd party shipping solution to optimize shipping costs. • Developed intranet site to support Southern Honda Powersports, replacing a legacy inventory management system with a more robust, integrated solution. • Launched startup operation Wingrider Motorcycle Rentals. Joined the project as PM during the transition from planning to execution, overseeing the software development, inventory acquisition, staffing, operational processes, insurance negotiation and launch. Working post launch with the CMO to improve the product and generate demand. Currently working on implementing bug fixes and new features to support the business unit.• Improved network architecture at Kelly Subaru, identifying data looping and bottlenecks. The implemented solution both improved performance and reduced cost with a payback period of 9 month.• Found internal cost savings by reallocating underutilized equipment across business units, placing this equipment where it otherwise would have been purchased at market rates.

Site leader and regional market manager of a $10M medical device reprocessor, responsible for production, distribution, maintenance, quality and customer engagement, supporting hospitals and surgical centers across Georgia, Tennessee, Alabama and Arkansas. Responsible for safety, productivity, regulatory compliance, resource management, financial performance and HR, with a shared supervisory responsibility for business development and sales.• Reduced injection of damaged raw materials through aggressive root cause analysis, correcting a defect that had persisted for approximately 18 months. Sustained improvement through new daily preventive maintenance inspection.• Serviced 47 customers with highly customizable pack configurations, providing sterile and non-sterile products. Established relationships with customers through customer site visits and hosting tours for key customer stakeholders.• Operated two remote depots, one as a cross dock facility and one as a cross dock and warehouse.

Led large teams in outbound operations and inventory control in the Chattanooga large sortable fulfillment center. Responsibilities included: production planning, labor management, continuous improvement, inventory management, problem solving and data analysis.• Managed product flow with effective process controls. Drove performance and quality by managing aging of WIP, balancing FIFO and priority classifications. Drove 5S compliance and effectiveness. • Led “problem solve team” responsible for monitoring exceptions and correcting defective shipments preventing customer impact. Monitored outbound shipments in real time, ensuring all exceptions were resolved to allow on time departure. Continuously monitored and refined process controls to reduce the rework cycle.• Led teams ranging from 50 to 200 associates through the facility’s first 4 peak seasons. Scaled, trained and led them to triple their off peak size to successfully execute the 4th quarter plans.• Developed new inventory counting strategies. Led the analyst team to identify and correct methodology flaws, enabling us to revise processes and minimize labor costs to maintain inventory record accuracy at >99% with over 24M units on hand.• Responsible for quality. Drove change in the facility’s concessions to customers, consistently exceeding performance goals through process controls and communication.• Led effort to recalibrate bin configurations and pick path optimization process after peak demands drove utilization to 122% of maximum planned capacity. Set conditions to increase capacity 2M units through improved cube utilization.

Member of the Senior Leadership Team for a $50M regional distribution center. Served as both an InboundOperations Manager and an Inventory Control Operations Manager. Additionally responsible to be the mainpoint of contact for the DC to the Corporate office.• Planned and executed inventory sampling for the DC. Achieved top performance results for the facility (-0.31%).• Developed routine forecasting of DC productivity. Provided analysis to the senior leadership team to allow isolation of factors impacting performance.• Consolidated inbound operations from 3 shifts to 2 shifts in order to better align variable and fixed resources. Reduced overall costs while maintaining total capacity.• Key member of the team that developed a new “Work Methods” standard work training program for company-wide rollout, providing the personnel, equipment and support for the video shoot without compromising operations. Successfully implemented the training in the facility.• Managed cube utilization and stock levels within the reserve and prime storage locations with a focus on optimizing cost per cube to ship. Maintained pallet configurations to minimize labor costs.

Accountable for rail activities, automated truck loading racks, training development and implementation, direct leadership of operations personnel, regulatory agency compliance and providing outstanding customer service. Responsibilities included: production planning, labor management, union relations, P&L performance, resource management, regulatory compliance, hazardous materials handling, hazardous waste storage, and emergency response planning.

Served in progressively responsible positions within Home Depot and Expo Design Center, starting at assistant store manager and co-manager, and culminating with installation services manager for the middle Tennessee market. Responsibilities in these roles included: contractor management, quality assurance, managing capacity, resolution of customer care issues, oversight of complex remodel projects, compliance with corporate policies and applicable construction regulations, installation sales, associate awareness and providing outstanding customer service, top line sales, bottom line P&L performance, inventory management, expense control, leader and associate development, purchase of special buy merchandise and data analysis.

Served in progressively responsible positions at Fort Benning, in Germany and at Fort Campbell. Served in both direct leadership as well as in support capacities. Deployed to Bosnia and Iraq. Responsibilities included: operations planning, project management, training coordination, resource management, contingency planning, logistics management and staff coordination.Awards include: Ranger Tab, Combat Infantry Badge, Airborne Badge, Air Assault Badge.Training includes: Infantry Captains Career Course, Combined Arms Services Staff School, Total Army Instructor Training Course