Led effort to build high function service line and world class customer experience for North American business. Built leadership team that revitalized product. Successfully managed operations and sales for comprehensive network of 70 facilities, including 36 destruction centers. Oversaw 500 employees through 4 regional managers. Managed operational budgets of up to $125M annually. Recall Total Information Management was acquired by Iron Mountain in May 2016.• Optimized network, transitioned to hub / spoke environment. Resulted in $1.7M Direct Cost decrease while enhancing On-Time Service seven percentage points.• Developed sales strategy with focus on small / medium customer base and organic growth via cross-sell opportunities which significantly impacted P&D route density. Net result was 22% YOY revenue growth and $1.5M reduction in variable cost.• Implemented dynamic routing concept in pick-up and delivery environment resulting in 19% in labor expense and 21% reduction in transportation expense.• Implemented Behavioral Based Safety program to transition culture. Resulted in 51% improvement in employee incident frequency and zero lost time injuries.• Financial Results:17% improvement in gross margin43% profit improvementDoubled ROCI%• Orchestrated acquisition and successful integration of three (3) separate companies between October 2014 and April 2016.• Developed and implemented unique compensation methodology for couriers that is predicated on activity, customer satisfaction and retention.

Selected to lead development of infrastructure and operations for intraUS ground service after purchase of Airborne Express. Led and directed all operations for 23 ground hubs and two US air hubs that facilitated daily sortation of 1.5 million packages via a network of 120 aircraft and 450+ trucks that serviced North America, Europe and Asia. • Achieved 31% average productivity gain and 27% unit cost reduction through highly effective and complete reengineering effort.• Implemented an optimized nationwide ground network with 18 total hubs. Eliminated $100 million in line haul cost from the operation and improved on-time service performance from 95% to 98%.• Formulated a cost reduction and enhanced oversight structure for airpark operations that delivered $7.2 million in supplies savings through inventory control and proper utilization.• Successfully insourced the three largest hub operations in US network (PA, CA and IN) which eliminated cost plus operational environment and resulted in $75 million labor cost reduction.• Implemented extra service fee revenue enhancement strategy which resulted in 21% gain in revenue per package on all ground products. • Led complete network restructuring project which was largest in the history of the industry (2008).• Successfully negotiated a unique standalone national labor contract with IBT in 2008 which resulted in unprecedented operational flexibility particularly in pick-up and delivery operations.

Oversaw second largest region in network including 35 facilities, two hub/line haul operations and 33 satellite stations across five states for the Southwest Region. Advanced to role based on success in the Mississippi Valley leading 21 facilities and 21 satellite stations across four states. Member of leadership team that helped create small parcel company within Roadway Express that became FedEx Ground. Operations. Orchestrated construction and successful opening of state of the art $100 million consolidation distribution facility in Hutchins, TX.• Re-engineered Ft. Worth hub operation which improved facility capacity by 20% and enabled sortation of 250,000 packages per day and resulted in 17% gain in productivity. • Successfully led Southwest Region in ISO certification process. First Region in FedEx Network to go through and become ISO certified.Business Results/Metrics. Improved Southwest Region profitability performance from 14th to 3rd of 18 Regions; improved Region profitability by 7% within twelve months. Achieved lowest Region operating ratio in FedEx Ground Network.• Increased annual revenue 19% through expansion of customer base, account retention/penetration, and ship to commit performance.• Improved local customer delivery performance 19% within six months.• Increased both Pick-up and Delivery and Dock productivity by 20% through implementation of sound engineering practices and methods.• Enhanced annual revenue by at least 10% each year.Staff/Team Development. Reduced exempt and non-exempt turnover below 4% through implementation of long term and strategic workforce planning, succession planning, employee relations, and training and development programs.• Improved both employee injury frequency and vehicle accident frequency through implementation of Critical Safe Behaviors and Smith System behavioral programs.