Valenta helps companies of all sizes in every industry achieve greater profitability through process optimization and digital transformation. We specialize in deploying and managing leading-edge technologies such as robotics process automation (RPS) and intelligent process automation (RPA + AI). We also provide outsourcing and consulting services. I am responsible for helping to build Valenta's US operations, focusing on Utah in particular and the logistics, healthcare, energy and tech startup sectors more broadly.

Director of Operations within Amazon Transportation Services managing multiple facilities and operations in the Western United States.

I could not pass up the opportunity to join Amazon as a general manager in their Customer Fulfillment network! I launched and lead Amazon's Inbound Crossdock Receive Center in Charlotte, NC. I then went on to successfully launch and lead the first-ever Amazon Robotics Sortable (ARS) fulfillment center in Utah. During my time at Amazon, I have engaged leaders and employees in developing a winning culture and vision, focused on safety, quality, respect, operational excellence and expansive career development while leading the extremely successful Charlotte, NC launch. After launch, the center shipped 3.64M units per week during Peak holiday season in 2016 and processed more than 14M units per week the following peak in 2017. My site sustained best-in-class safety performance with the 6th-best First Aid Incident Rate (FAIR) in the entire North American Customer Fulfillment network in 2017. We also ranked best in quality performance (lowest DPMO) for the entire IXD network in 2017 through the implementation of disciplined leadership routines and rigorous Kaizen and Continuous Improvement events.I was able to bring the invaluable lessons learned from the Charlotte launch to lead a much larger-scale launch of the first-ever Amazon fulfillment center in Salt Lake City, Utah. My team at this Utah fulfillment center is wonderful. I have had the privilege to develop and mentor over 100 new salaried leaders through this complex facility launch, and we on-boarded more than 1,500 associates to help us ship millions of packages per week during a record-setting holiday season in 2018. A little over one year since launch I became Director of Operations and this exemplary Utah fulfillment center employs over 3,000 associates. My teams deliver best-in-class performance across our Inbound and Outbound operations as we obsess over our customers. I am thrilled to work with one of the most talented and standard-setting leadership teams in the industry!

Having successfully completed my task, I was promoted to U.S. Operations General Manager. Here, I was responsible for managing U.S. Operations for the various business lines within our Surface Integrated Services business unit. The organization operates out of more than 30 locations in the United States and employs more than 1,100 employees. In less than 6 months, I conducted exhaustive reorganization efforts and implemented LEAN initiatives which increased total throughput by 27%. I created a new field structure which dramatically reduced structural and indirect overhead costs by more than 15%, saving the business over $4.8MM annually.

My success as a Global Services Manager and my time as a Business Line Manager made me an ideal candidate for this new position. As an Integration Manager, I led the integration of multiple business lines into one business unit within Surface Technologies.This involved merging and realigning field operations to streamline service delivery and leverage resources across our Fluid Control Services, Surface Wellhead, Frac Equipment Rental, Frac Flowback, Wireline, and Flow Treatment organizations. This restructuring allowed Surface Technologies to thrive despite the broader downturn in the oil and gas market, and we increased our market share in North America while maintaining profit margins and winning new accounts.

My next role at FMC was a relatively brief stint as a Business Line Manager. In this role I owned the full P&L of $247MM for global aftermarket services, consisting of the strategy, performance standards, asset management, web-based application support, pricebook, and financial performance of our Fluid Control Services and Measurement Upstream Services business lines.Fluid Control Services is the global distribution and aftermarket service organization delivering high-pressure flowline and well service pump equipment, certification, maintenance and repairs globally. Measurement Upstream Services provides installation and aftermarket service support for our Measurement Solutions & Products used on oil and gas well sites in support of production, custody, and transfer activities.

My time as a Global Services Manager was deeply rewarding because I got to carry on and magnify the work I had done as a Business Development Manager by expanding existing operations and adding new accounts in North America, Singapore, Indonesia, and Colombia. In this new role, I had the opportunity to develop and drive strategic initiatives for global growth, sustain market leadership, and increase operational excellence throughout five geomarkets and 40+ operational hub locations with over 700 employees. I was also responsible for directing all aftermarket service operations and distribution worldwide for our oilfield services customers. This new challenge was both daunting and exciting. In one year, our efforts increased aftermarket sales by 13% and EBIT by 12%, contributing to a record year for the company. This was accomplished through a new business model dedicating permanent service operations on key client hubs, driving greater built-in margins for every labor hour worked and charged.

My successes as a Regional Manager opened my next opportunity with FMC. As a business development manager, I was responsible for developing and executing strategic growth initiatives for our Fluid Control and Surface Technologies divisions. I successfully launched new operations in emerging markets such as Argentina, Brazil, Australia, Russia and Kazakhstan. I partnered with the Engineering and Integrated Services leadership teams to develop and field new technology solutions for our service centers worldwide. I also developed and executed new business models and secured new contracts with multiple pressure pumping customers and key existing accounts.

Upon graduating from Thunderbird School of Global Management, I was actively recruited by FMC to lead their U.S. Gulf Coast operations. As a Regional Manager and Strategic Planner, I developed and executed strategy for entry into the northeastern U.S., generating more than $10MM of incremental service and product revenues in the first year of operation. Eventually, I managed multiple Integrated Service centers, leading over 120 employees, with a focus on expanding our service and sales footprint to meet our customers' burgeoning demands in the Gulf Coast, Haynesville, and Marcellus plays. I managed critical aspects of the development and implementation of the 5-year strategic plan for the entire division. This involved extensive research and analysis to understand the dynamic market drivers shaping our customers' activities and investments while planning to meet their evolving needs around the globe. Execution of this strategic plan generated service and product revenues in excess of $37MM, sustaining positive growth for our shareholders.

After completing my initial service in the US Army, I was recruited by PricewaterhouseCoopers to help build their Washington Federal Practice. As a Senior Associate on a large client engagement, I steered business process re-engineering efforts. I also created training plans and developed critical performance metrics aiding employee transition to a new organizational structure. For a different engagement, I created a comprehensive $6MM project plan including a projected budget for labor and travel, work breakdown structure, staffing plan, quality control and assurance plan, and a thorough risk assessment.

Having previously graduated from West Point and serving my initial term, I was recalled to Active Duty in 2006. As a Captain in the US Army, I served as the Program Manager for the Provincial Reconstruction Team (PRT) in Kirkuk, Iraq from 2006-2007. In this role, I resourced, planned, and helped manage critical infrastructure projects totaling $24MM for Kirkuk Province. I developed and implemented a robust relational database tracking system for over 1,200 infrastructure projects totaling over $820MM for U.S.-funded projects and more than 122B Iraqi Dinar for projects funded by the Government of Iraq. This information system became the model for all Provincial Reconstruction Teams throughout Iraq. I also resourced, planned, and managed critical infrastructure projects totaling $24MM for Kirkuk Province.During my time in Iraq, I executed over 220 combat missions throughout hostile combat zones to conduct counterinsurgency operations, project site inspections and infrastructure assessments. I was awarded the Bronze Star for my actions.