Tim Poland Email & Phone Number

𝑇ℎ𝑒 𝑓𝑎𝑠ℎ𝑖𝑜𝑛 𝑓𝑜𝑜𝑡𝑤𝑒𝑎𝑟 𝑏𝑢𝑠𝑖𝑛𝑒𝑠𝑠 𝑜𝑓 𝑡ℎ𝑒 𝐾𝑎𝑡𝑦 𝑃𝑒𝑟𝑟𝑦 𝐵𝑟𝑎𝑛𝑑𝑠• Responsible for the full P&L and operational leadership, including operations, financial management, and administration, for the Katy Perry branded line of shoe products distributing 10K+ SKUs globally through retail, wholesale/distributor, and eCommerce channels - reporting directly to the board of directors.

New York, Ny, Us

𝑒𝐶𝑜𝑚𝑚𝑒𝑟𝑐𝑒 𝑝𝑙𝑎𝑡𝑓𝑜𝑟𝑚 𝑎𝑛𝑑 𝐶𝑜𝑚𝑚𝑒𝑟𝑐𝑒-𝑎𝑠-𝑎-𝑆𝑒𝑟𝑣𝑖𝑐𝑒 (𝐶𝑎𝑎𝑆) 𝑐𝑜𝑚𝑝𝑎𝑛𝑦 𝑝𝑟𝑜𝑣𝑖𝑑𝑖𝑛𝑔 𝑒𝐶𝑜𝑚𝑚𝑒𝑟𝑐𝑒 𝑠𝑜𝑙𝑢𝑡𝑖𝑜𝑛𝑠 𝑓𝑜𝑟 𝑐𝑜𝑛𝑠𝑢𝑚𝑒𝑟 𝑏𝑟𝑎𝑛𝑑𝑠• Led the establishment of the company’s omnichannel program, delivering comprehensive brand distribution and 3PL services to consumer product companies across both B2B (major retailers, boutiques, stores, and pop-ups) and B2C channels.• Managed operations for three fulfillment centers in Fontana, CA, and Pittsburgh, PA, overseeing a team of 2 Directors of Operations, 18 Supervisors and Leads, and approximately 320 non-union employees, handling the shipment of over 90,000 SKUs domestically and internationally.• Accountable for a $30M P&L, encompassing fulfillment, inventory and quality management, customer operations, omnichannel activities, and transportation and distribution across Parcel, LTL, TL, Air, and Ocean FCL and LCL.• Enhanced the company’s fulfillment capabilities by developing and implementing WMS systemic improvements, standard operating procedures, and staffing strategies, which supported significant growth.• Achieved notable cost savings within the facilities, resulting in reduced fulfillment costs, increased operational speed, and improved customer service.𝐊𝐞𝐲 𝐀𝐜𝐡𝐢𝐞𝐯𝐞𝐦𝐞𝐧𝐭𝐬• Introduced Lean and Six Sigma concepts, increasing efficiencies to support business growth from 2K orders per day to ~10K orders per day• Sourced, bid, selected, and implemented automation in MHE and Robotics, tripling outbound pick efficiencies and pack-out accuracies• Oversaw the successful reorganization and integration of an acquired brand and facility in Pittsburgh, PA, which led to increased capacity, growth, and improved fulfillment capabilities across the US.• Directed a comprehensive organizational restructure as part of the acquisition of ModCloth, leading to approximately a 30% increase in overall capacity, revenue, and operational efficiency.

𝑆𝑢𝑝𝑝𝑙𝑦 𝐶ℎ𝑎𝑖𝑛, 𝐹𝑢𝑙𝑓𝑖𝑙𝑙𝑚𝑒𝑛𝑡, 𝑎𝑛𝑑 𝐼𝑛𝑡𝑒𝑟𝑖𝑚 𝐿𝑒𝑎𝑑𝑒𝑟𝑠ℎ𝑖𝑝 𝑐𝑜𝑛𝑠𝑢𝑙𝑡𝑖𝑛𝑔 𝑐𝑜𝑚𝑝𝑎𝑛𝑦• Provided supply chain, manufacturing, and fulfillment interim leadership and consulting services to CA-based and global clients, including TrackR/Adero, Wristcam, Droplabs, Mission Critical, and Paperlike, partnering with client organizations, providing leadership focused on the turnaround of distressed operations, reorganization, growth, merger & acquisitions. • Designed and implemented a comprehensive system for tracking and reporting global production, inventory management, and supply chain processes, ensuring visibility, timeliness, and availability to meet demand.• Collaborated with key global suppliers to align communications, objectives, processes, and deadlines, ensuring consistent on-time delivery and exceptional customer service throughout supply, production, and distribution stages.• Spearheaded the development and launch of innovative products, driving rapid multi-channel sales growth, including coordinating with China for multi-site operations and providing leadership in supply chain sourcing, production, and distribution.• Supported omnichannel distribution from initial launch to achieving record-breaking volumes across multiple markets and channels.• Established and expanded a global multi-channel third-party logistics (3PL) network to support B2B expansion and B2C/e-commerce fulfillment focused on enhancing process efficiencies, training, and cost controls during launch and growth phases, meeting all retailer and promotional deadlines while improving order accuracy, on-time deliveries, per-order costs, and customer service excellence.𝐊𝐞𝐲 𝐀𝐜𝐡𝐢𝐞𝐯𝐞𝐦𝐞𝐧𝐭• Developed Global Supply & Distribution Strategy leading to $50M Round B funding - TrackR/Adero

Goleta, Ca, Us

𝐹𝑜𝑜𝑡𝑤𝑒𝑎𝑟 𝑑𝑒𝑠𝑖𝑔𝑛𝑒𝑟 𝑎𝑛𝑑 𝑑𝑖𝑠𝑡𝑟𝑖𝑏𝑢𝑡𝑜𝑟• Assumed interim leadership for the management of a $50M P&L, overseeing a 900,000 sq ft distribution center with advanced automation. Directed 9 managers and a team of 320 indirect reports, managing the distribution of products across North America and supporting $1B in annual revenue.• Created and launched a comprehensive Employee Development Program, which included standardizing job descriptions, defining safety and training requirements, and setting performance standards for each department. This program improved cross-functional processes and team development, emphasizing enhanced process and performance metrics.𝐊𝐞𝐲 𝐀𝐜𝐡𝐢𝐞𝐯𝐞𝐦𝐞𝐧𝐭𝐬• Spearheaded a new sourcing initiative, including contract negotiations, establishing SLA/KPI requirements, and overseeing the expansion of the 3PL distribution network in Canada and the US Northeast increasing capacity, improving customer service, and reducing operational costs.• Led turnaround operational improvements resulting in a 9% Unit Per Hour improvement and an 11% Cost Per Unit reduction in shipping 6M+ pairs During Q4 Peak Season 2016

Broomfield, Co, Us

𝑆𝑝𝑒𝑐𝑖𝑎𝑙𝑡𝑦 𝑆𝑢𝑝𝑝𝑙𝑦-𝐶ℎ𝑎𝑖𝑛 𝑎𝑛𝑑 𝐿𝑜𝑔𝑖𝑠𝑡𝑖𝑐𝑠 𝑐𝑜𝑚𝑝𝑎𝑛𝑦 𝑓𝑜𝑐𝑢𝑠𝑒𝑑 𝑜𝑛 3𝑃𝐿 𝑑𝑒𝑑𝑖𝑐𝑎𝑡𝑒𝑑 𝑠𝑒𝑟𝑣𝑖𝑐𝑒𝑠• Recruited for a turnaround management role with comprehensive P&L responsibility for five warehousing and transportation operations across Southern California, encompassing 460,000 sq. ft. of warehouse space and managing an annual P&L of $29M. Directed 30 direct and 300 indirect employees.• Led a successful turnaround of operations within the first four months, establishing profitable processes, securing new customer service agreements, and expanding facilities to provide end-to-end dedicated fulfillment and supply chain services.• Identified and capitalized on business opportunities within the existing client base, collaborated with business development to pursue new opportunities, and managed the negotiation of contracts, rates, and renewals. • Attained a 6x increase in throughput and outbound volume by enhancing communications, accountability, and fostering an innovative culture.• Developed and implemented a KPI Matrix Reporting system to establish performance standards, drive continuous improvement, and build high-performance teams achieving low attrition, maintaining a safe work environment, advancing process execution, and optimizing output.

• Led the consolidation of multiple entities, establishing a unified corporate image and implementing an innovative marketing strategy. Oversaw the acquisition of new equipment and expanded the fleet and driver base from seven to twenty within the first three months.• Identified and deployed a comprehensive Transportation Management System that enhanced dispatch and billing operations, supporting business growth and increased accountability while maintaining current administrative staffing levels.• Developed a new business plan and strategic direction for a specialized food and beverage company, establishing operations at terminals in Sacramento and San Diego, CA.𝐊𝐞𝐲 𝐀𝐜𝐡𝐢𝐞𝐯𝐞𝐦𝐞𝐧𝐭• Created new refrigerated and frozen food and beverage service, growing interstate destinations and revenue from $2M to $7M

𝑃𝑟𝑜𝑑𝑢𝑐𝑒𝑟 𝑜𝑓 𝑝𝑟𝑒𝑚𝑖𝑢𝑚 𝑤𝑖𝑛𝑒𝑠 𝑎𝑛𝑑 𝑙𝑎𝑔𝑒𝑟𝑠• Provided strategic leadership for winery and vineyard operations, managing a $50M annual P&L and overseeing a team of 18 direct reports and ~300 indirect reports optimizing people development, quality, safety, innovation, customer service, and supply chain management.• Developed a systematic matrix reporting process and key performance indicators (KPIs) to enhance workflow planning, production standards, labor costs, raw material usage, and overall cost management by vintage and varietal.• Created and implemented a site assessment "Focus Review" to foster a culture of accountability and follow-through among employees, resulting in improved efficiency targets and operational performance.• Led the deployment of a comprehensive preventive maintenance and capital improvement strategy for plant-wide equipment. This initiative enhanced procurement and maintenance practices for all processing equipment utilized in winery operations.

Woodland, California, Us

𝑃𝑟𝑖𝑣𝑎𝑡𝑒𝑙𝑦 ℎ𝑒𝑙𝑑 𝑚𝑢𝑙𝑡𝑖-𝑐ℎ𝑎𝑛𝑛𝑒𝑙 𝑚𝑒𝑟𝑐ℎ𝑎𝑛𝑡 𝑝𝑟𝑜𝑣𝑖𝑑𝑖𝑛𝑔 𝑡𝑜𝑜𝑙𝑠, 𝑐𝑙𝑜𝑡ℎ𝑖𝑛𝑔, 𝑎𝑛𝑑 𝑒𝑞𝑢𝑖𝑝𝑚𝑒𝑛𝑡 𝑡𝑜 𝑡ℎ𝑒 𝐿𝑜𝑔𝑔𝑖𝑛𝑔 𝑖𝑛𝑑𝑢𝑠𝑡𝑟𝑦• Managed a $30M P&L, providing strategic direction and overseeing operational efficiency and financial performance across multiple departments, leading a team of 12 direct and 70 indirect reports, covering HR, IS/IT, Accounting, Marketing, Procurement, Sales, Asset Management, Distribution Center Operations, and Shipping.• Directed corporate fiscal responsibilities by developing and managing annual financial budgets, implementing cost controls, enhancing efficiency, and ensuring accountability for financial variances.• Led initiatives to enhance efficiency and quality within distribution centers, reducing redundancy, establishing benchmarks, and ensuring adherence to service level commitments.• Reorganized and developed new staffing and strategic approaches for the Marketing, Sales, and New Business Development departments, resulting in increased product offerings, improved customer service, and expanded channel development in key categories and new markets.• Designed and implemented a continuous Performance-Based Compensation program, including merit and bonus structures, to create a structured, accountable, and development-focused process. • Developed Vendor Compliance and Routing Guides to standardize expectations and requirements, leading to improved order cycles, enhanced transport efficiencies, and cost reductions through optimized shipping and minimum order quantity negotiations.𝐊𝐞𝐲 𝐀𝐜𝐡𝐢𝐞𝐯𝐞𝐦𝐞𝐧𝐭𝐬• Completely reorganized and established new processes and accountability for all aspects of procurement, inventory control, shipping, and invested capital, which reduced costs by $500K• Reduced redundancy, improved production, and established performance standards by completely overhauling the distribution process while increasing productivity by 25%

𝑅𝑒𝑓𝑟𝑖𝑔𝑒𝑟𝑎𝑡𝑒𝑑 𝑐𝑜𝑛𝑡𝑟𝑎𝑐𝑡 𝑠𝑒𝑟𝑣𝑖𝑐𝑒𝑠 𝑡𝑟𝑢𝑐𝑘𝑖𝑛𝑔 𝑐𝑜𝑚𝑝𝑎𝑛𝑦• Responsible for a $12M P&L, sales, finance, and operations, including managing a team of 8 direct and 90 indirect employees challenged with keeping this company from closing and work closely with the CEO who had developed loyal employees and concerned about their welfare. • Attracted interest of a larger local competitor (Royal) and personally negotiated and closed the sale of the company (APME) by the second anniversary. Successfully led transition and reorganization. • Strategically positioned the company to acquire new equipment creating an immediate efficiency boost, operating cost reduction, and a healthy boost to morale, recruiting, productivity, and company image.𝐊𝐞𝐲 𝐀𝐜𝐡𝐢𝐞𝐯𝐞𝐦𝐞𝐧𝐭𝐬• Strategically positioned company for acquiring new equipment, realizing additional cost reductions of $10K/month. • Pioneered spin-off truck repair and road service business and grew start-up to 4 shops and over $1M in new business revenue in its first year. • Successfully attracted local competitor interest and negotiated a mutually beneficial sale of the company in 2006. • Subsequently lead transition and integration of combined companies, while maintaining customer service, employee retention, and growing combined companies to 260 trucks.• Grew sales from $5M to $7M annually• Turnaround and reorganization of established sixty truck - trucking company that was losing $200k per month and needed to close, fix, or sell• Boosted revenue $750K in 1st 6 months returning company to profitability, and another $2M in 2nd year by targeting dedicated-services-contracts with Food and Beverage/retail distributors

Rochester, New York, Us

𝑃𝑟𝑜𝑑𝑢𝑐𝑒𝑟 𝑜𝑓 𝑤𝑖𝑛𝑒𝑠 𝑎𝑛𝑑 𝑑𝑖𝑠𝑡𝑖𝑙𝑙𝑒𝑑 𝑠𝑝𝑖𝑟𝑖𝑡𝑠 𝑖𝑛 𝑡ℎ𝑒 𝑈𝑛𝑖𝑡𝑒𝑑 𝑆𝑡𝑎𝑡𝑒𝑠• Responsible for directing and supervising all warehouse, distribution, and materials activities and executing short and long-range plans necessary for the ongoing success of the Mission Bell winery, including an annual $50M budget, including capital planning, budgetary control, materials and inventory management, facilities planning and project management.• Responsible for directing all staff members' efforts, including nine direct and 110 indirect employees that distributed over 18M finished goods cases a year.• Led a core team on a corporate initiative to gain ISO:9001 Certification and served as Process Team Lead in the corporate-wide ERP implementation of the JD Edwards system. • Actively involved as a Materials Management Lead in the Activity Based Costing initiative, which resulted in new operational costing and manufacturing standard cost allocations. • Collaborated on all labor/employment issues, policies, practices, and contract negotiations of a Collective Bargaining Unit labor force.𝐊𝐞𝐲 𝐀𝐜𝐡𝐢𝐞𝐯𝐞𝐦𝐞𝐧𝐭• Secured approval for and managed over $2.5M in capital appropriations and improvement projects, focusing on infrastructure enhancements, capacity expansion, and safety improvements within a 1.1 million square foot facility.

𝐼𝑛𝑡𝑒𝑟𝑛𝑎𝑡𝑖𝑜𝑛𝑎𝑙 𝑚𝑎𝑛𝑢𝑓𝑎𝑐𝑡𝑢𝑟𝑒𝑟 𝑜𝑓 𝑡𝑟𝑎𝑛𝑠𝑝𝑜𝑟𝑡𝑎𝑡𝑖𝑜𝑛 𝑒𝑞𝑢𝑖𝑝𝑚𝑒𝑛𝑡

Master Of Arts Business Management (M.B.M), Leadership, Management, And Organizational Development.

Bachelor Of Science (B.S.), Management And Technology

Associate Of Arts (A.A.), Economics

Associate Of Science (A.S.), Transportation And Warehouse Management