Responsible for overseeing all aspects of warehouse management, including but not limited to logistics, inventory control, shipping/receiving, fulfilment, service, and facilities management. Primary focus on optimizing warehouse operations to ensure efficiency, accuracy, and cost-effectiveness while maintaining a safe and productive work environment. Key responsibilities include:• Developing and implementing strategic plans to optimize warehouse operations in alignment with Born Primitive goals and objectives. Lead initiatives to improve warehouse processes, efficiency, productivity, and service levels. • Build and lead high-performing teams, providing guidance, coaching, and development opportunities. Foster a culture of continuous improvement and operational excellence.• Oversee inventory control systems utilizing a WMS, and create standard operating procedures to ensure accurate and timely inventory management. Manage and optimize fulfillment strategies for ecommerce and retail customers. Manage inbound and outbound logistics to optimize transportation costs and delivery schedules. • Ensure compliance with health and safety regulations and promote a safe working environment. Implement and enforce warehouse safety policies and procedures. • Establish key performance indicators (KPIs) for warehouse operations and monitor performance against targets. Prepare standardized reports and presentations on metrics, performance trends, and operational efficiencies. • Develop and manage budgets for operations, including labor, equipment, and operational expenses. Identify cost-saving opportunities and implement measures to control operating costs.

• Responsible for managed service operations and support including, but not limited to, service delivery, supply chain, inventory management, fulfillment, channel partnerships, project management office (PMO), process development, employee training, and technical service center. • Ownership of the end-to-end management of projects for software, hardware, and service deliverables at hundreds of customer locations according to contracted requirements, standards, service level agreements (SLA) and technical specifications. • Management of financial performance for operating teams in collaboration with finance, including monthly reviews and quarterly forecasting.• Synchronized with sales and marketing on core and new services portfolio requirements, executed client integration for service, hardware, and software, and delivered exceptional ongoing client experience through quarterly business reviews, CSAT, NPS, and strategy sessions.• Intimate knowledge of the RFP/RFQ/RFI, contracting, negotiation, and compliance for acquiring new business, selecting vendors, and executing renewals through direct project ownership of multiple bids, partnerships, and programs. • Created and delivered comprehensive client and internal onboarding, best practice, and SOP training program utilizing the learning management system (LMS), classroom education, and live virtual workshops.

• Operations and engagement owner for a portfolio of health system clients located in the Central, East, and Southeast regions with service, hardware, and software needs.• Led, motivated, and managed 100+ direct/indirect reports with P&L ownership in excess of $50M.• Facilitated end-to-end client facing program management activities including program delivery, technical project management, asset management, program value analysis, RFI/RFP/RFQ administration, quarterly business review presentations, and monthly dashboard reporting.• Acquired, cultivated, and maintained strategic channel partnerships with OEM manufacturers and SaaS companies to identify and leverage opportunities.• Responsible for the design, management, and delivery of client's service, hardware, and software projects using project management knowledge areas and processes.

• Responsibilities included the design, implementation, and ongoing management of centralized processes, tools, and personnel to support the effective oversight and management of operations and management to margin.• These services included, but were not limited to human capital management, project management, equipment administration, supply chain administration, inventory management, fulfillment strategy, operational and financial reporting, technology solutions delivery, best practice process creation, and multi-medium training delivery.• Ownership of the Strategic Work Assignment Team (SWAT) and Project Management Office (PMO) execution of program implementation to 5 multi-state health system customers.• Led operations finance team with the creation of new client deal sheets, financial analysis of RFP/RFQ/RFI, operational KPI’s, and client program ROI reporting.• Built relationships with OEM manufacturers and SaaS companies to meet the client and organizational needs for successful growth.

• Responsible for onsite program delivery, technical service management, and strategic planning for 7 health system accounts with 11 direct reports and 40 technical service indirect reports on the West and East coasts.• Successfully implemented growing health system accounts including recruitment, onboarding, classroom and shadow training, expense management, IT and Supply Chain partnerships, communication, SLA adherence and endpoint infrastructure administration.• Consistently exceeded all financial budgets and forecasts for revenue, operating expense, and client ROI for accounts generating more than $20M in revenue annually.• Participated in client facilitated lean projects or Rapid Improvement Events (RIE) and was SME for endpoint device clinical-system integrations including published case study for outpatient registration workflow improvement project.

• Managed onsite day-to-day operations of a $1.8M managed print services contract and print shop/mail room at Providence St. Joseph Hospital Orange, with 4 technicians.• Successfully refreshed 350 endpoint devices (copiers, printers, production equipment, and scanners) with cost savings of 15%.• Led print volume reduction and Meditech EMR clinician adoption project in concert with clinical IT department leading to a reduction of monthly volume output of 10% and a financial program savings of 6%.

• Direct oversight of 45 employee call center at Restaurants on the Run including phone system management, training, quality assurance, and customer service• Instrumental in growing Restaurants on the Run’s revenue from $12 million to $28 million while strategically transitioning the company’s core customer focus. • Rebuilt and developed the sales department function from the ground up and implemented SPIN selling techniques to focus on growing corporate accounts. • Member of the acquisition team focused on prospecting potential new territories and planning integration of new territories into existing business processes.• Member of the Restaurants on the Run event marketing team which organized client appreciation events, charity golf tournaments, product tasting events, and customer focus groups. • Leading member of the “Secret Service” implementation team which focused on improving client satisfaction at each customer touch point and a Member of the “Culture Club” which was responsible for executing employee satisfaction initiatives throughout the entire organization.