● Managed team of 25 direct and indirect reports, and crew base of 200+ union employees.● Accountable for $34M annual budget; achieved $4.4M in savings for FY23 vs. planned reduction of $1M through improved crew efficiency initiatives and cost reduction initiatives.● Led a cross-departmental project resulting in a 10% increase in inventory turnover over a six-month period, leading to improved asset utilization and profitability.

● Oversaw daily operations of the Pacific Northwest Region, involving employee and asset planning, pipeline scheduling, and ensuring execution of daily operation plan.● Accountable for customer pipeline management and daily slotting plans across 27 terminals including coal, crude oil, intermodal, grain, and mixed merchandise terminals.● Implemented improved asset planning strategies to maximize power and infrastructure utilization, leading to revenue generation of $2.2B (20% YOY Growth)… Show more ● Oversaw daily operations of the Pacific Northwest Region, involving employee and asset planning, pipeline scheduling, and ensuring execution of daily operation plan.● Accountable for customer pipeline management and daily slotting plans across 27 terminals including coal, crude oil, intermodal, grain, and mixed merchandise terminals.● Implemented improved asset planning strategies to maximize power and infrastructure utilization, leading to revenue generation of $2.2B (20% YOY Growth) for the region. Show less

● Created daily operating plan for North Texas, leading a team of 50+ union employees while coordinating service for 20+ customer facilities including aggregates/concrete, crude oil, and coal power plants.● Oversaw project aimed at reducing cycle times between concrete loading and unloading facilities; resulted in 13% improvement in cycle time, representing a $1M increase in monthly revenue across 3 facilities.● Responsible for an annual budget of $15M and achieved significant cost… Show more ● Created daily operating plan for North Texas, leading a team of 50+ union employees while coordinating service for 20+ customer facilities including aggregates/concrete, crude oil, and coal power plants.● Oversaw project aimed at reducing cycle times between concrete loading and unloading facilities; resulted in 13% improvement in cycle time, representing a $1M increase in monthly revenue across 3 facilities.● Responsible for an annual budget of $15M and achieved significant cost savings through new SOPs that led to a 35% YOY reduction in variable costs, 20% YOY reduction in train originations, and a 26% YOY increase in units per train. Show less

Selected by AVP group to spearhead projects assigned by the EVP Leadership Team.Technology Deployment Strategy● Conducted a survey of a sample group of Junior Supervisors to determine trends and identify the utilization of iPads.● Identified specific areas where Junior Supervisors could benefit from tailored mobile-based tools and applications to enhanceperformance and productivity.● Presented findings, with recommendations for enhancing overall utilization; project… Show more Selected by AVP group to spearhead projects assigned by the EVP Leadership Team.Technology Deployment Strategy● Conducted a survey of a sample group of Junior Supervisors to determine trends and identify the utilization of iPads.● Identified specific areas where Junior Supervisors could benefit from tailored mobile-based tools and applications to enhanceperformance and productivity.● Presented findings, with recommendations for enhancing overall utilization; project extended by EVP Team, allotting more time to partner with IT to begin initial stages of mobile app development.Workforce Efficiency Initiative● Phase I of project involved an efficiency study of Junior Supervisors to determine areas of improvement, resulting in a reduction of non-value-added tasks.● Established and implemented standardized processes through the development of SOPs to improve practices across the organization, resulting in the underperforming terminal achieving parity with peers across the company.● Phase II of project involved collaborating with AVP group to revamp and implement updated SOPS across the organization, including rollout and education on new procedures. Show less

● Supervisor to 300+ union employees across a multi-terminal operation spanning Houston to New Orleans, including the Ports of Houston and Beaumont.● Led initiative to reduce overtime expenses by $600K; through asset productivity gains, I achieved the year-end goal after eight months, with final savings totaling $850K.● Implemented new reporting tools and communication procedures to improve customer service scores for territory; Service Rates improvement from 50% to 93% in a six-month… Show more ● Supervisor to 300+ union employees across a multi-terminal operation spanning Houston to New Orleans, including the Ports of Houston and Beaumont.● Led initiative to reduce overtime expenses by $600K; through asset productivity gains, I achieved the year-end goal after eight months, with final savings totaling $850K.● Implemented new reporting tools and communication procedures to improve customer service scores for territory; Service Rates improvement from 50% to 93% in a six-month period representing a $1.7M increase in monthly revenue. Show less

● Completed Management Training Program in 4 months (4 months ahead of plan)● Gained a strong understanding of a rail terminal operations and intermodal terminal operations● Led a team of 3 yardmasters, managed 25+ union employees per shift, and oversaw execution of daily operating plan● Achieved record safety results in 2018, leading the Memphis Terminal to its longest active safety streak during my tenure

● Developed Supplier Scorecard Dashboard to better align key stakeholders and strategic suppliers aimed at improving supply chain performance, financial performance, and channel investment.● Collaborated with Vice President of Procurement to compile objective metrics to grade individual suppliers.● Presented and demonstrated fully developed model to C-Suite Team, providing actionable tool to drive greater focus, alignment, and profitability with supplier relationships.

● Warehouse and Counter Sales - to gain an understanding of products stocked and sold● Inside Sales – focus on market conditions, understand pricing and gross profit margins● Business Planning – focused on CED’s business model, P&L training, purchasing strategy, and strategic partnerships● Intern Project – worked with managers and fellow interns at all locations in Dallas district to conduct multiple sales and business analyses

Assistant Project Manager in the Texas A&M IT Project Management Office

Open and shut down 20+ loading dock bays everyday, load & unload semi-trailers from major cities across the country