Tim May Email & Phone Number

Manhattan Beach, California, Us

Grapevine, Texas, Us

Charlotte, North Carolina, Us

Charlotte, North Carolina, Us

Charlotte, North Carolina, Us

Charlotte, North Carolina, Us

Work with organizations to create value, maximize growth and improve business performance. Identify options and make receommendations for change in strategy, structure, management and operations.Developed a business plan for a vertically integrated start-up company. Assisting the leadership team with securing $8.3 million from investors and advising on business structure, strategic direction, and all facets of business operations.

Us

LOGISTICS PLANNING │ RESOURCE MANAGEMENT │ FACILITY DESIGN AND DEVELOPMENT Led the North American division, OA Logisitics, of home furnishings company E&E, LTD. Established strategic direction for division's operations. Oversaw design, development and start-up of facilities across North America. Established policy and direction designed to optimize customer service levels, business performance and ROI.NEGOTIATIONSNegotiated contract terms to eliminate $500K annual cost overrun.START-UPSDirected 16-month construction, design and start-up of automated, 1.1 million sq. ft. distribution center within budget and projected timeline.EMPLOYEE COMPENSATION PLANNINGIntroduced company's first paygrade and compensation structure for nonexempt and exempt employees.LABOR COST MANAGMENTInitiated print and apply solution projected to reduce labor costs $450K+ annually, while improving shipment accuracy.

St. Petersburg, Fl, Us

NATIONAL DISTRIBUTION PERFORMANCE IMPROVEMENT │ BUSINESS PLANNING │ TRAININGProvided direction and support in elevating performance of national distribution center for multichannel retailer’s most complex division, Apparel and Jewelry. Delivered planning and process improvements and elevated employee engagement through transparent communications and training.BOTTOM LINE GROWTHExecuted product refurbishment program for returned goods, which increased returned-to-stock 30% and contributed $11M to bottom line.PERFORMANCE IMPROVEMENTIncreased operational capacity 25% and improved same-day shipments 17% in 12 months.OPERATIONAL EFFICIENCYSlashed overtime expenses 34% by introducing staffing initiative tailored to variability in order demand.EXPENSE REDUCTIONReduced operating expenses $1.6M annually.TEAM MOTIVATIONIntroduced incentive-based pay system, established performance metrics, conducted employee surveys, and instituted training and coaching, which propelled employee engagement to unprecedented levels 14 consecutive months.

Los Angeles, Us

SUPPLY CHAIN MANAGEMENT │ CUSTOMER SERVICE │ BUDGET MANAGEMENT │ GOAL ORIENTEDManaged supply chain management services provider’s day-to-day national fulfillment and finished goods warehousing operations including customer service and budget management in support of overall company goals.TURN AROUNDSTurned around operations from $14M loss to $4.5 profit within 18 months.LABOR MANAGEMENT STRATEGYSpearheaded facility-wide labor management strategy, which reduced year-over-year labor costs by 14.2% and overtime by 70% on comparable volumes, including capturing 19.8% reduction in first 12 months.INVENTORY MANAGEMENTImplemented inventory management solution, which improved location accuracy to 99.9% and reduced customer backorders by 96%.

San Francisco, California, Us

PERFORMANCE METRICS │ ENGINEERING STANDARDS │ OPERATIONAL COST MANAGEMENTProvided strategic and operational leadership to global specialty retailer’s West Coast two million sq. ft. multifacility distribution operations supporting Gap, Banana Republic and Old Navy brands. Led communications, community relations and cost/productivity management; introduced best practices campus-wide and divisional initiatives.LABOR MANAGEMENTIntroduced contingent labor strategy that reduced overtime 62%.DISTRIBUTION PLANNINGEstablished distribution planning model that elevated service levels and reduced labor $880K annually.PROCESS IMPROVEMENTIntroduced engineered standards, performance metrics and process utilization initiative, which reduced annual operating expenses $1.1M.

NEGOTIATIONS │ COST CONTROL │ OPERATIONAL EFFICIENCY │ QUALITY IMPROVEMENT PLANNINGTurned around underperforming direct marketer’s multisite distribution operation shipping 250 million mail pieces and 44 million parcels annually.DISTRIBUTION Transformed distribution operation, playing key role in reversing company losses to $61M in EBITDA.COST MANAGEMENTGained union workforce consensus on cost reduction initiatives that generated $500K in annual savings.> Negotiated collective bargaining agreement, which held wages constant for three years and elevated management flexibility.> Reduced labor expenditures by $10M+ over 2.5 years.PROCESS IMPROVEMENTSlashed order receipt to shipment time from 17 days to 2 days within 12 months through installation of new automated parcel sortation system and PkMS warehouse management system.VENDOR RELATIONSHIP MANAGMENTImproved vendor relationships, delivering a 78% reduction in quality-related customer contacts.ACQUISITION LEADERSHIPParticipated in 2002 management buyout with The Blackstone Group and sale to Bertelsmann in 2005.

Gütersloh, De

Senior Director of Operations – Deluxe Video Services, Inc. (1997 - 2000)Director of Operations – Deluxe Video Services, Inc. (1995-1997)Plant Manager– Deluxe Video Services, Inc. (1992-1995) Advanced rapidly through eight positions of increasing responsibility in production planning, manufacturing and logistics operations for leading video replication and distribution provider to Hollywood studios. Deluxe Video Services was acquired by Arvato in the mid 2000's

Mba, Focus In Operations Management

Bba, Focus In Finance