Stephen Lowe Email & Phone Number

Atlanta, Georgia, Us

Division Resource Manager for the Gulf Coast. Resource and manage all equipment, scaffolding, and supply chain for Industrial projects across the entire Gulf Coast Region.

Houston, Texas, Us

Led the Regional HR Staffing Project and sourced, interviewed, staffed, and trained 3 Assistant Managers, 3 Technicians, and 2 Porters in 45 days which attributed to the Region being at a 100% staffing level per Corporate Org Chart.• Coached and trained four Service Managers on the new automated Technician Evaluation and Merit Program achieving 100% compliance leading all Regions in a 30-day time period.• Trained and implemented a P&L review process for all branch Managers which improved the largest Regional Branch EBITDA from a -150K to a profit of +100K in 3 months.• Drove the Project Management, vendors, contractors, and construction of a new facility in Edinburg, TX which was completed in October for a Grand Opening 3 months ahead of projected schedule.

Herndon, Virginia, Us

State Lead and Program Director leading all Operations and Business Planning for the Texas (TX) Region 2 and 6 in partnership with TX Dept of Emergency Management (TDEM) and Georgia (GA) Dept of Health (DOH) K-12 School Reopening and COVID Testing Program.• Mentored, coached, and implemented the strategic planning for 4 Directors and a medical staff of 125 nurses, LPN’s, and Medical Assistants.• Project Managed and launched a state testing program 4 weeks ahead of schedule; saved $3M in costs for a revenue of $150M annually.• Provided the leadership and strategic vision through the implementation and refining of all testing operations, logistics, cost reduction, contract management, OSHA & CDC safety compliance, lean principles, supply chain management, purchasing, and P&L statement management.• Strategic vision fostered the growth of the GA DOH Testing Program from 5 schools to 125+ schools with a gross profit of more than $50M in 6 months while partnering with state K-12 education departments.• Slashed payroll/benefits administration and operating costs through implementation of new Logistics standard operating procedures (SOP); reduced internal COG’s by 60%+ savings in less than 90 days; ensured continued enhancements of all services and adopted as Corporate Policy.• Improved EBITDA by $1.2M monthly and $7M in Q4 2020 and Q1 2021 while reducing operating costs by $65k monthly; resulted in the most profitable region in the country with a Profit Margin of 72%.• Inspected multiple times by OSHA; received exceptional ratings for safety / protocol compliance mandated by CDC.• Spearheaded a logistics project to enhance the national supply chain and end to end distribution of all medical supplies needed for all sites; slashed the overall Corporate Supply budget by 15% and optimized the vendor management process.

Houston, Tx, Us

Developed and led all Special Projects directly affecting the Asset Management and Fleet Departments; mentored and directed 3 fleet analysts and managed all logistical operations pertaining to fleet training, DOT, HOS, repair & maintenance, and telematics training and coordination support for a fleet of more than 2,100 vehicles nationwide• Drafted, trained, and managed al compliance metrics for the Corporate DOT and Fleet Compliance Programs.• Oversaw project life cycle management and initiatives ranging from $5M to $50M; infused all team members with leadership, management, cost reduction, lean principles, project oversight, implementation, and execution.• Developed, trained, and executed a lifecycle management policy which drove fleet utilization from 72% to 92% in a Q4 period generating a 20% profit margin increase.• Implemented a fleet optimization and return program strategy; resulted in a reduction of more than 200 vehicles underutilized and aged, saving $1.5M that was applied directly to EBITDA gains in Q1 of 2020 • Streamlined and refined multiple projects focused on continuous improvement and operational efficiencies; reduced internal costs by more than $5M during Q3-Q4 of 2019.• Strategically planned, directed, staffed, and executed the Special Projects Team for the Nationwide Corporate Telematics Initiative for all Brock Fleet and Equipment; installed and tracked 1,500+ assets with a cost savings of $6.4M in 2019.

Senior Branch Operations Manager for all business processes. Led all dispatch processes, customer service, invoicing and billing, maintenance, QA/QC processes, audits, leadership and management practices, LEAN principles, OSHA and safety compliance, and overall culture of the branch. Supported the daily operations of a hazardous waste transportation branch with five direct-report managers and 78 employees. Subject matter expert in CFR 40 and CFR 49 DOT regulations and compliance. * Drove the business with a P&L statement averaging $1,200,000 monthly. * Reduced COGS by $1.2 Million and increased gross profit by 2% over prior YTD. * Implemented a process improvement plan for invoicing procedures which reduced billing inaccuracies from 12% to less than 1% of monthly revenue. * Improved Operations and internal processes by more than 30% which increased overall branch productivity and efficiency. * Instituted a zero tolerance Safety Policy and focused on a habit forming to create a safety culture, resulting in zero accidents or near-misses for 2016.

Enid, Ok, Us

Responsible for daily operations of a bulk commodities hazardous materials Transportation Terminal with 48 employees. Monitored all dispatch processes, invoicing, billing, customer service, maintenance, QA/QC, audits, P&L, recruiting, leadership and management practices, and business development opportunities. Managed daily customer interaction and business decisions in order to promote Groendyke's safety reputation, ethics, and professionalism. * Ensured all safety practices and OSHA policies were monitored and within company compliance. Improved Terminal culture and morale through fair and decisive leadership focused on principle and ethics which resulted in the growth of 8 drivers and exceeding corporate goals. * Reduced operational budget by 2% and improved revenue by $400K in a six month period resulting in a 7% GP growth for 2015. * Improved productivity and operations through process refinement and best practices which yielded a 20% in terminal productivity and efficiencies. * Reduced internal G/A expenses by $25K and improved Operating Income/Ratio by 5%.

Farmers Branch, Texas, Us

Directed a service department with annual revenues of more than $12,000,000. Focused on cost reduction, internal operations and processes, OSHA and safety compliance, division growth and productivity, warehouse shipping and receiving, inventory management, QA/QC standards, internal Technician training and evaluation procedures, PTO and labor approval, job scheduling and project analysis, subcontractor and project bidding, quoted service responsibility, and all business decisions affecting the department. * Reduced monthly cost of goods sold by more than 50% by managing "shrinkage" and implementing purchasing cost management practices. * Implemented a job scheduling/tracking program which resulted in better project management and an improvement in the ability to manage work in process and provided better real time cost-per-hour and productivity rates for each job. Improved productivity by 25%. * Implemented a safety program through OSHA 10 training requirements and weekly safety meetings focused on risk analysis, mitigation, and best practices. * Piloted a new service department structure incorporating a QA/QC, training, and warehouse Technician which became the Corporate Policy and Branch structure nationally.

Supervised all operations and project management for nine sand pit and pug mill sites and 18 heavy equipment operators and three managers. * Supervised the maintenance and all developed logistical reports for 6 backhoes, 4 bulldozers, 4 off road dump trucks, 4 generators, and 9 industrial water pumps worth more than $10,000,000. * Refined all reporting and operating procedures which reduced monthly internal cost of fuel, labor, and maintenance by 20%. * Drove a productivity increase of more than 15% resulting in operating cost reduction of more than $750,000.

Arlington, Virginia, Us

Hand-selected by the Corps Chief of Staff over 2000 qualified candidates for the Corps HQs 1SG position, one of only four like positions in the Army.• Directed and managed all operations of the largest Company Command, comprised of 460 Soldiers and 500 Department of Defense (DoD) Civilians, all responsible for 14 Installation Directorates and 45,000 Soldiers with a fiduciary operating budget of $550M annually.• Developed the strategic plan and deployment of more than $180M of equipment and Hazmat products via Air and Maritime transport for the Corps with zero safety incidents or customs violations.

Arlington, Virginia, Us

Directed and supervised the leadership, HR and personnel management, business and strategic operations, and combat training and evaluation of a company of 150 Cavalry Troopers with an excellent performance job rating resulting in promotion to Corps level (Executive). * Three Battle Zone deployments as a Senior NCO.

Associate Of Arts And Sciences (Aas), Business Administration And Management, General

Hs Diploma Regents, Hs Diploma