John Wright Email & Phone Number

Houston, Texas, Us

The McLane Group is a privately owned holding company responsible for the management of McLane Global, McLane Classic Foods, McLane Intelligent Solutions, McLane Technology Partners, McLane Ranch, McLane Ford of Fredericksburg and Sports in Action. Our companies are leaders in diverse industries including food sales & manufacturing, global logistics, sports media, office/commercial IT support, application development, vehicle sales and cattle ranching. We deliver high-quality, food products and ensure efficient logistics for timely sourcing, storage and all customer needs. Our sports media division offers in-depth coverage and immersive experiences. Specialized IT services enhance business productivity with robust infrastructure and 24/7 support. Driven by innovation, sustainability, and customer satisfaction, McLane Group Companies strive for excellence in everything we do.

Houston, Texas, Us

Coppell, Texas, Us

Reporting directly to the North American President with full P&L responsibilities for the U.S. Operations and strategic leadership for cornerstone customers in transportation services, warehouse management, financial processing, and coin resale production services. Aligned execution capacity to top-line, predictable goals in cost and volume. Identified and removed multiple limitations to scale, such as manual processes, customer communications, and speed of delivery. Continuously improved operational effectiveness and maintained active control of standards while devising a scalable growth strategy and internal operational excellence plans. Size & Scope of Role: $1.1B Revenue; $300M Operating Labor; $10B Inventory; Direct Reports - Five VPs, Salaried 816, Hourly 7,913; Trucks 3,500; Transportation Terminals 200; Money Processing & Warehouse Centers 94; Coin Processing & Warehouse Centers 41. - Adjusting to the impact of Covid in Q4 of 2021, identified over 25 cost savings initiatives through macro-level Value Stream Mapping, conducted an impact assessment and narrowed the focus to ten primary objectives based on their ease to execute and financial benefit. Eight months into 2022, surpassed the labor efficiency target of 10% with actuals trending at an 11% improvement; reduced labor percentage of COGS from 31% to 28% and was projected to save $30M in annual direct labor.- The post-pandemic competitive labor market had the organization understaffed by 15%. Customer responsiveness was negatively impacted, resulting in 26% of cases/inquiries being responded to beyond contracted timeliness Service Level Agreements (SLAs). Conducted a Value Stream Mapping exercise and identified several improvement opportunities in the Customer Service process. Collaborated with a CRM provider to improve First Touch Resolution and increase them from 17% to nearly 30%; experienced a 20% drop in SLA violations.

Coppell, Texas, Us

Established operational controls and follow-through mechanisms with key functional area leaders, promoting accountability for key deliverables. Oversaw service levels, employee placement consistency, and training. Created and implemented operational budget and financial KPIs. Spearheaded a platform for standard operating procedures and managed company-wide performance. Size & Scope of Role: $600M Revenue; $165M Operating Labor; Direct Reports – Six Regional Vice Presidents, Salaried 461, Hourly 4,540; Trucks 2,207; Transportation Terminals 112; Money Processing & Warehouse Centers 64; Coin Processing & Warehouse Centers 29.- Two-year improvement of 35% in financial performance; improvement in customer service performance exceeded 18%.- Following an acquisition, led optimization efforts for a newly formed US service network. Leveraged Strategic Supply Chain Network Modeling tools to design a low-cost, high-service network that drove a 5% reduction in the total Cost of Goods sold ($32M).- Led an executive-level effort to integrate a legacy TMS with commercial route optimization and onboard computer solution. Optimal stop sequencing resulted in a 3% labor efficiency upgrade, and dynamic route optimization improved an additional 8% labor efficiency.

Coppell, Texas, Us

One of a select few executives recruited to turn around the brand. Developed and implemented strategies to improve customer experience and revenue growth. Orchestrated developing, implementing, monitoring, and controlling all strategies, operations, planning, and objectives to ensure alignment with overall corporate goals. Size & Scope of Role: $100M P&L Responsibility for Cash-in-Transit, Coin & Cash Management solution offerings.- Improved operational and financial performance within the first year of responsibility by 20%.- Implementation of operational efficiencies resulted in more than a 50% reduction in customer claims and liability losses.- Performed root cause analysis and identified the primary reason for Service Technician turnover was the quality of training. Partnered with Training and IT teams to install a virtual reality solution that enabled real-life training without leaving facilities. Turnover improved by 30% within 12 months.- Utilized a LEAN strategy deployment process to build core values, mission statements, strategic focus areas, and initiatives. Restructured 20 separate operating facilities into a single District Operating team to share best practices and support operations. Realized a 35% operational and financial performance improvement over two years.

Dallas, Texas, Us

The firm was reorganized into industry verticals with full responsibility for sales and marketing, account management, pre-sales, and solution deployment. Of the five industry verticals, the Automotive & Heavy Equipment vertical was second in revenue. Strategic support for high-profile 3PL & 4PL customers. Size & Scope of Role: $25M P&L Responsibility for Automotive & Heavy Equipment vertical; sales, marketing, account management, pre-sales, and solution deployment consulting services.- Produced over $2M in new sales in the first three months.

Greenwich, Ct, Us

Developed a dedicated transportation management business unit to provide customer-centric, asset-based solutions that leveraged the company’s Less-than-Truckload (LTL) and Truckload (TL) North American infrastructure. Drove direct and indirect team development in Sales, Operations, and Logistics Engineering and captured new business opportunities. - Following the creation of the new business unit, led the campaign to achieve internal alignment. Conducted education regarding what was created and what it meant for the company and explained the sales process from opportunity identification through operational implementation. The successful launch of the service offering led to selling seven-figure service solutions to Fortune 500 retail companies and manufacturers within 12 months of the new service creation.

Greenwich, Ct, Us

Oversaw the largest Original Equipment Manufacturer (OEM) accounts. Core business services supported the customer's service parts network operations. Accountable for strategic account development, operational and P&L management, and leadership of a 350-associate team in the US, Mexico & Canada. Responsible for a $550M annual logistics spend and 650,000 yearly shipments. The North American Network consisted of 4,700 suppliers, 7,500 end-customer locations, 17 cross docks, and eight Value Add Centers.- Significant improvement in account financial performance within five months of taking over business responsibility. Increased scope of business within three months of assuming leadership.

Greenwich, Ct, Us

Responsible for sales and business development for emerging markets within the Automotive Industry Group. Provided visibility to all the operational controls within the critical path of business process flow from lead generation to revenue. Drove new business engagements through multi-media marketing campaigns and specialized industry penetration strategies.

Stow, Ohio, Us

Directed Third-Partly Logistics management and brokerage operations, sales, IT, and International Air and Ocean Freight Forwarding. Set strategic direction for sales and marketing initiatives. Managed carrier operations, including logistical support service providers and ongoing performance management. Designed and managed the development of a leading-edge web-based Transportation Management System (TMS) that supported domestic and international logistics units. - Over $35M in new automotive, metals, and home improvement sales.

Us

Responsible for Material Planning, Inventory Management, Transportation Management, Warehouse Management, Package Engineering & Customs

Gillingham, United Kingdom, Gb

Responsible for North American Logistics

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Miami, Fl, Us

Miami, Fl, Us

Miami, Fl, Us