International Operations Manager, 2022 - 2023Managed international shipments of medical chemicals, components, and instruments. Responsible packaging and shipping. Ensured all global orders shipped on time, with a rating above 98%. Maintained a strong relationship with Transportation team. Maintain quality standards to meet federal and international guidelines. Responsible for all hiring, training and discipline for a team of 15, over two shifts.• Worked with Quality team to find multiple solutions for transporting low temperature international materials. Also published claims to teams and individuals. These actions helped to decrease claims per cases shipped to above 99%.• Reorganized staffing and procedures to better align with international ship schedules, increasing on time delivery by approximately 12%, with improvements continuing to rise.• Integrated communications between transportation and international team, to enhance awareness, clearly define shipping schedules, increase shipping efficiencies, and decrease staffing.• Created manual collection and presentation of productivity statistics, to track and improve units per hour by approximately 7%, with improvements continuing to grow. • Oversaw Domestic Fixed Truck customer orders.

Managed the medical reagent operation for domestic and international customers. Responsible for all processes from receiving through to shipping, including cold storage, inventory control, transportation, and some customer service. Maintained quality standards to meet internal standards, federal and global guidelines, and customer needs. Maintained DC/IT relations and responsible for escalation of data and connectivity issues. • Participated in monthly updates in NA supply chain calls. Oversaw all hiring, training, and discipline for a team of 20, covering two shifts.• Ensured that all domestic orders shipped the same day and international orders shipped to meet scheduled deadlines, with on time shipping for domestic orders at 99.98% and global orders at 98%. • Managed the varying cold storage temperatures for all the DC, including on call issues. Monitored and controlled temperature through all stages of packaging and shipping. • Shipped domestic and international Haz Mat orders. Highest Employee Survey results in the DC in 2021.• Implemented RF Picking and packing to BDB Area, for a $87,000 savings.• Implemented Saturday Shipping, for faster delivery of orders to Customers.• Revised staffing schedules to accommodate increase of units to ship, moving from one to 2 shifts.• Shipped over 99% of shipments on time. Most days, shipped 100% on time.• Improved claims per shipment from 0.98% to 0.70%.• Restructured and simplified internal processes to integrate the BDB area into the rest of the DC.

Oversee 5 tennis clubs with 30 associates and 3 managers on duty. Responsible for hiring, training, scheduling, payroll, discipline and all other aspects related to associates. Responsible for purchasing, accounts payable, customer contracts, customer issues, security, maintenance of facilities. • Contributed to successful opening year of the new Long Reach tennis facility. • Created spreadsheets to organize and control hiring, customer contracts and supply organization.

Managed a 12-hour second shift at the Hanover Fulfillment Center. Shipped approximately 3 million orders, at $170 million, annually to Mid-Atlantic area with a staff of approximately fifty associates and three supervisors in two separate buildings, including security and maintenance. Responsible for shipping all fulfillment orders by end of shift. Duties included training and evaluation of employees and the training and development of supervisors. Partnered with HR for all associate related activities. Managed third party seasonal associates as needed. Technology included an in-house AS400 WMS with Pick to voice software and LXE barcode scanners.• Achieved a 98% order fill rate on daily outbound orders• Revitalized the attendance and productivity programs• Participated in the introduction of process and safety audits• Participated in the opening of an Annex when the original fulfillment center reached capacity

Manage IC staff and DC shrink for a 1.3 million sq ft automated facility, processing 1.2 billion units and 43.6 million cases annually to service aproximately 500 stores. Average DC inventory is 20 million units and 14,000 skus. Manage four shifts, covering 24 hours/day, six days/week, with one supervisor and 30 associates, with additoinal seasonal and thrid party associates when needed. Manage the Returns area, processing approximately 48 million units annually, with a peak inventory of $10 million, with one supervisor and 15 associates and seasonal associates when needed. Managed the staff of the Data Processing department, covering four shifts, which processes all inbound and outbound data for the DC daily workload.• Worked with Corporate partners to reduce physical inventory from biannual to annual, with the goal of eliminating physical inventory and moving towards a corporate controlled cycle count program within the year, for a cost savings of $140,000 per year.• Restructured the Returns area and reduced staffing. Managed a large increase in returns units with no additional staffing.• Managed a HP Ink return that was approved on short notice, saving the company over $1 million.• Implemented a cross training and rotation program for the critical and complicated Data Processing position, resulting in full coverage on all shifts.• Community Involvement – Chaired the Staples Soul Committee, managing many charity events and raising about $15,000 over the last three years

Managed a 12 hour shift running three days a week with two supervisors and six leads and approximately 150 associates. Responsible for meeting daily production goals and DC KPIs, while controlling daily payroll. Responsibilities included training and development of staff, scheduling, evaluation and termination of employees. Technical aspects of facility include a WMS system, RF units and barcode systems, a Pick to Light multilevel module and two multilevel carton processing modules, 40 receiving doors and 36 shipping doors, an automated routing sorter and over 50 material handling units. The DC is the largest in the company and supported over 2 billion in sales, with a payroll budget of $20 million.• Controlled payroll expenses using voluntary leave, overtime and temporary agencies, allowing the DC to flex with a varying work load.• Created cross-training and rotation schedules, to leverage the hourly staff. • Mentored a team of mostly new supervisors and leads, leading to several promotions. • Held team meetings and one on one meetings with every associate, to improve morale and involvement. • Exceeded Load Quality goal of 95%, reaching 97.67%.

Led 392,000 square foot highly automated facility, processing 91,000,000 units and 4,800,000 cartons at peak with gross budget of $14,000,000 and staff of 250 associates over two shifts. Managed direct reports, including human resources, IT services, maintenance and security as well as four managers and eight supervisors. Maintained control of 3,000,000 units in inventory, consisting of 7,000 SKU/sizes and 1,500 SKUs. Collaborated with corporate/external vendors to coordinate complete long-term projects. Conducted daily distribution center (DC) management strategy/planning meetings.• Maintained cycle count accuracy of 99.99% and outbound carton audit accuracy of 99.72%.• Achieved 2,006 days without lost time accident. Improved restricted work days 82% from 231 days to 42 days. Led DC through three brand/chain product swaps with 1,000,000 units and maintained shrink of less than $5,000.• Controlled payroll expenses through voluntary leave program during periods of low volume and overtime/temporary agency during peak periods, allowing DC to maintain flexible staff, resulting in payroll savings of $200,000 each year.• Reduced internal packing turn over last year by 18% to 1.1 days.• Executed management mentorship process and succession planning activities.• Mentored IT manager to gain proficiency and competency as project manager.• Increased DC UPH 6% in 2012 from 172 to 183 UPH.• Decreased gross CPU 5% from $0.19 to $0.18.• Reduced hourly payroll CPU by 8.5% from $0.082 to $0.075 for year.

Oversaw operations on two shifts with four managers, eight supervisors and 180 associates, including 150 regular and 60 temporary seasonal associates. Led multiple software/hardware install and upgrade projects for DCs WMS and sortation systems, completing all smoothly and on time.• Moved vendor manager inventory program in-house, saving $0.09/unit or $1.5 million over two years.• Lead multiple software/hardware install/upgrade projects, all completed smoothly and on time.• Participated in moving container receipts in-house from a third party. This saved $1.3 million.• Created Shrink Tracking report, resulting in DC Shrink reduced 91%, from $355k to $32k.• Developed UPH measurements for DC processing areas. Result was an increase in bundles per hour 17% from 82 to 96 bundles.• Created Aged Pick Tracking resulting in a reduction of aged units to 1% of units shipped.• Participated in the start up of the DC, including all aspects of software and hardware installation• Created and ran a second shift for 5 years.• Chaired the Safety Committee for six years, instituted associate run inspections of fire doors, dock locks and area safety/maintenance checks.• Trained on repairing external software vendor issues. Documented repair procedures and provided training to staff.• Mentored and developed managers, supervisors, leads and hourly associates to meet individual goals and succession planning needs. • Completed an Arthur Allocations training course with our corporate partners; to facilitate the allocation of SKUs containing small quantities to the stores.

Directed four managers, eight supervisors as well as up to 225 associates, including 150 regular and 80 temporary seasonal associates. Created and ran second shift for five years with two managers, four supervisors and 80 associates. Maintained good relationships with external software vendors, repairing issues internally, writing procedures and teaching others on process.• Chaired safety committee for six years and instituted associate run inspections of fire doors, dock locks and area safety/maintenance checks, resulting in zero days of work lost due to accidents and 16.6% reduction of accidents with restricted days from 216 days to 180 days.• Completed Arthur Allocations training course with corporate partners to facilitate allocation of SKUs containing smaller quantities to stores.• Shipped 2,000,000 units per week for seven consecutive weeks to recover from snowfall during busiest season of year.• Enabled DC to show increase in UPH of 6% to 8% each year from 185 to 288 units per hour.

Held responsibility for three supervisors and 60 associates. Served in opening and start up of DC, including all aspects of software and hardware installation. Achieved full knowledge of all processes and systems following merger of two store chains into distribution center. Contributed to start up hiring and training of all associates.• Created and managed second shift operating in all areas throughout DC, with staff of approximately 80 associates.• Mentored and developed managers, supervisors, leads and hourly associates to meet individual goals and succession planning needs.

Responsibilities included management of the second shift with approximately fifty associates and two supervisors in two separate buildings, including security and maintenance. Responsible for shipping all orders by end of shift and inventory control. Duties included training and evaluation of employees and the training and development of supervisors. Contributed to helping maintain the facility as a 9001:2000 certified DC. Created monthly Strategic Updates that were presented to management detailing process and production improvements and cost saving measures. Technology included an in-house WMS with LXE barcode scanners.

• Management of fully automated, 380,000 sq.ft. facility, with 210 associates, including 80 regular employees and up to 120 temporary employees, three managers and five supervisors over two shifts.• Processed 34 million units to 150 stores and to QVC annually. Shipped to 150 temporary kiosk stores during the holiday season.• Responsible for 2 million units of inventory, all IC functions, including bi-annual physical inventories. • Mentored in and responsible for the planning and control of the distribution center financial budget.• Assisted in the planning and development of the 380,000 sq.ft. Distribution Center• Technical aspects include a WMS, including RF devices and barcode systems, fifteen wire-guided narrow-aisle storage/retrieval vehicles, three flat tray sorters, one tilted tray sorter, a slat shoe sorting conveyer and an automated routing sorter.• Created and maintained 4 day/10 hour temporary work schedules to allow DC to operate 7 days a week, to cover holiday season.• Responsibilities included training and development of staff, hiring, scheduling, evaluation and termination of employees.

Distributed 700,000 units per week to 150 stores as well as stored and maintained control of 2,000,000 units of inventory. Managed three supervisors and up to 90 employees. Coordinated activities of seasonal second shift. Held responsibility for all inventory control functions, including bi-annual physical inventories.

• Managed fully automated 850,000 sq.ft. facility with approximately 450 employees (150 regular and up to 300 temporary employees), four managers and twelve supervisors over two shifts. This included a seasonal second shift of two supervisors and twenty employees.• Responsible for processing $783 million merchandise to 1,400 stores and maintaining $70 million in inventory.• Assisted in the planning and development of the 850,000 sq. ft. Distribution Center.• Assisted in the development of the Buyer/ Supplier packaging training program and presented seminars on the east and west coasts• Technical aspects include in-house WMS, including RF units and barcode systems, eight Promech sorters (four hanging and four flat), three wire-guided turret trucks, four fixed track transport vehicles and an automated routing sorter.