Thomas Ellis Email & Phone Number

Seattle, WA, US

Seattle, WA, US

The Director of Operations manages and leads a team of 25-30 buildings, and is responsible for all budgetary, people development and performance objectives for the entire operations. In addition, responsible for developing, executing and scaling a strategic vision to not only to solve complex problems, but to do so while taking calculated risk in an.

Seattle, WA, US

• The Senior Operations Manager leads a team of Operations and Shift managers, coaching and mentoring the team to ensure that performance objectives are met and building positive employee relations and bench strength for.
• Successfully led the operations for 7 Amazon Last Mile delivery stations processing 1.4 million packages weekly across Pennsylvania, New Jersey and Delaware.
• Selected to attend Amazon Worldwide bootcamp in London, UK to help develop and scale standard work execution initiatives in North America Operations. Was tasked with developing a strategic plan to increase the network.
• Initiated and rolled out a Community Engagement Program across the Northeast. The program focused on partnership with local food banks to deliver meals to those in need in Philadelphia, Greater Philadelphia, Buffalo.

Seattle, WA, US

• The Station Operations Manager has complete responsibility for inbound, outbound and sortation operations at an Amazon Delivery Station (24/7 last-mile carrier site). Delivery Stations represent the last leg of our.
• Successfully increase weekly delivered volume (126,000 to 278,000) increasing site volume by 120% while maintaining best in class quality metrics.
• Decreased total operational outbound cost $.10 per package below baseline, contributing over $27,800 weekly or 1.4 million annually back to the company.
• Increased successful controllable delivery percent from a 97.61% to a 98.37%. (+.53% above the network average)
• Contributed and wrote chapters of the Life of an Order, a new company wide onboarding training program for managers for AMZL, ATS, AGL and Corporate.

Seattle, WA, US

• Responsible for inbound, outbound, sortation and on-road delivery operations. Also responsible for the last mile execution of ensure that product is received by customers on-time. In addition, actively engage with.
• Contributed and wrote chapters in the playbook for executing new routing technology from Static to Zone based routing in order to reduce variable cost and increase last mile productivity that was rolled out company wide.
• Selected to assist in launching AMZL Canada, an international expansion to Toronto, Canada. Was able to help introduce Amazon last mile in a new market while navigating through operational complexity of an.
• Reduced last mile cost for Flexible carriers by $18 per package, by increasing onroad productivity by 1 hour translating to a weekly savings of $25,200

African Continuum Theatre is the only full-time, professional African American theatre company in Washington, D.C., created in 1989 as a service organization to assist the dozen or more small black community theatres improve the quality and visibility of their work. In 1995, the Coalition transitioned into a theatre company, with a primary mission to.

Richmond, Virginia, US

• The Service Support Operations Manager is responsible for managing and leading associates to achieve production targets, provide great customer service, and maintain and control inventory levels. In addition, the.
• Implemented process improvements to reinforce standardize work. As a result reduced production cost by $310 per vehicle translating to 4.5 million annually
• Selected to conduct an assessment of CarMax’s Service Operations development program. As a result, produced, analyzed and wrote chapters of a new Internal Associate Development Program for Service Operations that was.
• Reduced excess raw inventory and works in process levels by 50%, increasing productivity and quality of produced vehicles. As a result increased sales by 7%.
• Restructured the service department’s capacity to better provide exceptional customer service. As a result increased customer satisfaction by 37% over a 6-month time frame. Key Competencies Achieved
• Process GAP analysis

Minneapolis, MN, US

• The Store Team Leader serves as the general manager of a Target retail location. The Store Team Leader owns and champion Target-brand presentation of the entire store, work to attain maximum profits, sales, return on.
• Increased sales by 7% and decreased total operating expenses by 11% year over year. As a result received Target’s distinguished Golden Contribution Award for superior management of financials and operational.
• Led the recruiting efforts to obtain high caliber managers and interns for Stores in Virginia, North Carolina and Washington D.C. As a result built strong relationships with local colleges and universities, which led.
• Created a mentorship program that helped to cultivate high potential internal growth candidates within the company. As a result, developed and promoted 11 associates to next level positions within the company and.
• Succession Planning
• Effective Oral Communication through presentations

Minneapolis, MN, US

• The Executive Team Leader Logistics serves as the department manager over the supply chain distribution and replenishment functions. In addition, the Logistics Manager manages the receiving, freight flow, vendor.
• Increased productivity results by implementing a process switch from traditional inventory to just-in-time inventory management system. As a result productivity increased 30% with an annual cost savings of $700,000
• Created and implemented new logistics training program that exceeded company and industry standards. As a result, reduced turnover by 50% and created a bench of talent.
• Chosen to manage logistics planning and process rollouts for 62 stores and 3 distribution centers. As a result increase process compliance and reduced inventory shortage by 3%. Key Competencies Achieved
• Performed multi-unit management
• Performed Strategic Planning and Analysis

• Monitored government contracts with respect to the release of CLIN and SUBCLIN funding to contractors.
• Verified and posted transactions to contract databases.
• Audited the quality and assurance of government contracts and reconciled variances.
• Partnered with business development, accounting, and human resources departments to effectively develop and manage customer accounts.
• Communicated with clients to answer inquiries and resolve issues.
• Accurately audited the quality and assurance of over 55 government contracts and subcontracts.