Sean Schofield Email and Phone Number

Managed to increase the effectiveness and efficiency of operations services in support of thesales team. Improved operations systems, processes, and policies in support of theorganizational mission. Responsible for day to day operations and safety of employees withindistribution centers in Pennsylvania, New Jersey, and Delaware.Worked closely with and reported to the General Sales Manager on cost, asset planning, volumeplanning and growth by area or customer to build and forecast accurate monthly P&L goals anddrive results. Developed several warehouse managers to achieve next level managementthrough training, consistent daily feedback, and performance appraisals.• Exceeded team goals on 9 of 9 KPI’s year to date.• Achieved team high score of 980/1000 on the most recent facility AIB audit.• Coordinated in conjunction with other managers to establish successful new markets inConnecticut, Wisconsin, and North Carolina.• Ensured that internal operations went injury free for the last three years.• Developed preventive maintenance and inspection schedules that ensured the deliveryfleet remained 100% DOT compliant• Collaborated with the demand planning team and was able to reduce on floor inventoryby 18% which translated to a $1200.00 monthly reduction in lease space.

Uni ted Parcel Service, Inc. | Apri l 1994 – November 2012Operat ions Manager | Lawnside, NJExcelled and promoted through a series of progressively responsible leadership roles. Managedoperations and staff levels as high as 220 hourly employees through eight senior managers.Held more than $1M in monthly P&L responsibility. Reported to division-level management oncost, performance and volume development strategies.Oversaw customer services issues as the main escalation contact. Launched initiatives toimprove customer satisfaction and retention. Provided ongoing training and professionaldevelopment opportunities for staff; conducted performance reviews and implementedperformance plans as needed.• Ranked #2 of 52 operations as measured by four KPIs (i.e. “perspectives’): internalbusiness practice, financial performance, employee satisfaction/retention, and customersatisfaction/retention.• Headed a Volume Development Committee that helped generate $35K in additionalmonthly revenue through 40 new customer accounts.• Focused additional attention and resources on safety training and adherence tofollowing proper safety methods, enabling the team to reduce total incidents by 40%,saving $42K per year based on the average cost-per-incident.• Specially assigned to assess, re-structure, and optimize Albany, NY- based operations.• Drove an 11% increase in productivity and delivered $16K in monthly savings.• Led the implementation of new package flow technology that immediately eliminated30 staff-hours per week and reduced payroll spend by $30K yearly.• Improved employee satisfaction index from 68%-74% by fostering a culture thatawarded innovation, collaboration, and productivity both at the individual and team