Objective
To maintain a competitive edge in the changing supply chain industry, agility and flexibility are required. As a P& L Reconciliation Specialist, I offer 20 years of proven success and military training that has enhanced my leadership style. With a strong focus in building specialized team leaders, my problem solving and negotiation techniques speak for themselves. Great leaders insure a positive impact on the bottom line.
Experience
FORWARD AIR, Charlotte, NC – District Manager –2009
• Directly managed all facility operations and manage the P&L to achieve budget.
• Provided time-sensitive pool retail services to clients.
(Ex.: Gap, Bed Bath and Beyond, Polo, Vitamin Shoppe, Barnes & Noble, Radio Shack, etc.)
• Worked synergistically with network freight terminals to transport cargo.
• Maintained on time service of 98.6%, with an Operating Ratio of 96%
• Reconciled a $10 million budget for a facility over 500,000 sq. ft.
• Update database of area owner-operators and source providers to vary operating cost.
(Ex.: CDL drivers, temp agencies, truck leasing companies, equipment providers, etc.)
* Increased – dock productivity 26%, from 65 to 82
* Increased – stops-per-route 53%, from 6.7 to 10.3
* Increased – piece-per-unit 8.3%, from 480 to 520
DHL - 2007 –2008
DHL, Waco, TX – Hub Manager – 2008
• Optimized cost of a 300,000 sq.ft. 24/7-hub operation with a $10 million budget.
• Responsible for all the cargo in the 4th largest non-automated DHL hub.
• Accountable for 16 Operations Managers, 264 hourly employees, 1 HR Manager, 2 Maintenance Managers and 1 Engineer. Oversaw other hubs in the region as needed.
• TSA compliance for efficient and safe operation thru gateway and terminal warehouse.
• Established and revise policies and procedures, to comply with government regulations.
• Attend sales calls to establish new accounts and determine operational needs.
• Review top sales accounts to determine volume, pickup issues, and reassess operational fit.
* Exceeded dock productivity goal by 2.2%, Goal 84.1, maintain 86.3%
* Exceeded On Time Service goal by 1.3%, Goal 97.4, maintain 98.7%
* Reduced claims by 90%, Created chargeback Spreadsheet.
* Reduced office expense from $1200 to $800/month. Saving approx. 33%,
* Reduced dock supplies cost from $12,500 to $7500/month 40%
DHL, Wilmington, Salisbury, & Eastern Shore, De – District Manager – 2007
• 3 satellite stations budgeting and training managers to be leaders.
BRINKS US, Philadelphia, PA. – Senior Manager – 2006
• Responsible for three branches within the facility: Coins, Logistics, and Transportation.
• Reconciled P & L of the 3rd largest branch in the company with a budget over $15million.
• Responsible for all operations, safety, security and branch profitability.
• Made decisions with full consideration to the cost impact on the branch.
• Regional sales development, budgeting, and business plan development.
JAKI MED Charlotte, NC. 2004 – 2006 - Medical Supplies & Equipment
Sales Distributor / Consultant
• Promoted and executed the sale of medical equipment.
• Consulted and educated.
FedEx Ground - 1989 – Nov. 2004
Senior Assistant Hub Manager, Charlotte, NC 2000-2004
• Managed the 5th largest facility in FedEx Ground network, processing and dispatching on average 250,000 packages per day with 600 employees.
• Minimized costs of $16 million budget, Operation Ratio 95%, under budget last four years.
• Catalyst for major improvements by increasing overnight service from 97.40% to 98.0%.
• Safest Hub in Company FY02, and always ranked in the top 5.
• Recipient of the “Best Hub in the Company” Award.
RPS acquired by FedEx, as FedEx Ground
Terminal Manager- Brooklyn, NY 1997- 2000
• Operated the largest Terminal in the NY Metro Region by optimizing $10 million budget.
• Within two years a profit was realized for the first time in the company’s 13-year history.
• FY98 & FY99 Operations ratio 98%.
• Supervised 13 Managers, 4 Account Executives, 8 Clerks, 120+ Package Handlers, 65 Independent drivers/contractors to pick up and deliver an average of 24,000 packages per day.
• Reduced cargo claims frequency by 100%.
• Increased inbound and outbound sort’s productivity by 10%.
• Consistently ran on time service of 98% or better.
• Best injury frequency terminal in the NY Metro.
• Successfully negotiated contracts with contractors/drivers.
• Attended sales calls to establish new accounts and determine operational needs. Review top sales accounts to determine volume, pickup issues, and reassess operational fit.
• Represent the company as a leader of the Quick Response Team to maintain the “FedEx Environment.”
Terminal Manager - RPS, Washington, D.C. 1995 -1997
Highlights
• Responsible for executing all aspects of small package delivery operations.
• Minimized cost of a $6.7 million budget, ending the last two years under budget.
• Reviewed top sales accounts, determined volume, pickup issues its fit within operation
• Monitored training and productivity of 7 Managers, 2 Account Executives, 26 Independent Contractor drivers, 50+ Package Handlers, and 5 Clerical employees.
Pickup/Delivery Manager/Sort Manager- RPS, Alexandria, VA 1989 –1995
Highlights
• Ran all aspects of operation in the absence of a Terminal Manager for 6+ months.
• Pickup/Delivery Manager of the Year (1994)
• Pure Warrior Award (1994)
• Circle of Honor Nominee (1994, 1995)
• Excellence in Human Relations Skills (1995)
• Supervised 3 Coordinators, and 50+ Packages Handlers.
• Sort Manager of the Year (1992)
Education
B.S. Hotel & Restaurant Management • Iowa State University of Ames, 1987
ISU Football Team (Big Eight) – Full Scholarship
COMMISSION U.S. ARMED FORCES
U.S. Transportation Logistics School, 1988 • Ft. Eustis, Virginia
2 Lieutenant U.S. Army I.R.R. - Honorable Discharge, 1995
Certification
Skils
word, As400, word perfect, Excel, lotus,