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Work Background
Ryder System, Inc.Senior Director - Finance - SCS Multi-Client Asset Managemnt
Jul. 2024Greater Seattle area, Washington, United StatesResponsible for developing, implementing, and managing various strategies to optimize Ryder’s multi-client 3PL operations. Owns strategic planning and communication to develop consensus amongst internal stakeholders. Driving force behind the company’s efforts to drive cost-saving efficiencies across our national portfolio. The portfolio consists of about 80 building / 25M square foot across North America in service of Ryder’s Ecommerce, Last Mile, Public Storage and general multi client operations. Develops, implements and manages various strategies to optimize Ryder’s multi-client 3PL operations. Driving cost-saving efficiencies across our national portfolio. The portfolio consists of about 80 building / 25M square foot across North America in service of Ryder’s Ecommerce, Last Mile, Public Storage and general multi client operations.
GentlySVP Logistics
Jan. 2023 - Jul. 2024Los Angeles, California, United StatesLeading the launch and scaling of a distributed E-commerce fulfillment and final-mile delivery 3PL start up. Building all appropriate infrastructure including staffing, overseeing technical development to meet brand and retail partner needs, designing and building nano-fulfillment centers, procuring optimum sustainable delivery vehicles, and designing routing optimization to include home-pickup of returned items.
NRI DistributionVP of Transportation and Logistics
May. 2021 - Nov. 2022Los Angeles, California, United StatesMost recently, I have been appointed to lead all transportation and logistics functions for this $175M 3PL distribution and e-commerce fulfillment organization comprising 19 warehouses (fulfillment centers) that support 250 companies and ship ~125K packages weekly. I also manage company relationships with small-parcel carriers (UPS, FedEx, USPS). ➢ Currently establishing an NRI-branded Final-Mile delivery solution, and improving Customer returns efficiency and throughput capacity through collaboration with partner SaaS providers. ➢ Built and scaled a team of high-achieving managers to improve the client experience and carrier performance. ➢ Expanded the distribution network 35% YOY through more efficient transportation and logistics processes and strengthened relationships. ➢ Increased revenue $3M per year through improved freight-margin disciplines. ➢ Assumed ownership of Hazmat procedures; wrote SOPs and playbooks for remediating issues per carrier.
AmazonSenior Regional Program Manager - Fulfillment Center Launch
Nov. 2017 - Dec. 2020Greater Seattle AreaIn the culminating role of my Amazon career, I launched more than 50 new warehouses and reduced ramp up of the fulfillment center from 26 weeks to 10 weeks, with each new building capable of receiving and shipping 1M packages per day. ➢ Led the team responsible for launching Fulfillment Centers in North America, and formed and supervised the Canadian launch team, opening 4 sites in Canada. ➢ Conceived, built, and implemented a Launch logistics program where Amazon would manage the transportation for items purchased through non-inventory and construction procurement. ➢ Established and grew the Pod Transfer Program to fill Amazon Robotic Sortable Fulfillment Centers 50% faster, driving $41M cost savings in 2018; launched 13 sites, including stow centers. ➢ Launched 9 fulfillment centers in 2019, transporting ~150M units in pod transfers and capturing $60M in savings; launched 2 AR Quick deploys to deliver lost cube due to COVID-19 (2020). ➢ Managed Amazon Pharmacy–PillPack Launches for 2020—5 sites.
AmazonPrinciple Program Manager, Supply Chain Execution
May. 2017 - Nov. 2017Greater Seattle AreaFor 7 months, I served as a Single Threaded leader influencing multiple teams executing innovative supply chain and launch strategies to on-line new Fulfillment Centers.
AmazonSenior Manager - Amazon Transportation Services
Jun. 2016 - May. 2017Seattle, WAI first joined Amazon to manage the team responsible for relationships, performance, and growth of Line Haul Service Providers (LSP) while also overseeing Amazon-owned trailer assets (procurement, maintenance, etc.). ➢ Implemented programs for improved LSP experience through vendor discounts for fuel, insurance, etc.; facilitated the first LSP scorecard. ➢ Scaled the fleet from 2.5K units pre-peak 2016 to 7.7K units during peak 2016 and later right-sized fleet to 6.4K units post-peak. ➢ Led the Optimus team to build more robust Asset Management Tools (lifeguard) to optimize driver utilization, which increased productivity 15% by removing manual inefficiencies and introducing AI. ➢ Collaborated closely with Trans Tech to team-build internally developed GPS-based Asset Tracking tool (Xirgo).
Carolina Cargo Inc.COO
Jul. 2015 - Apr. 2016Charlotte MetroIn less than 1 year, I turned around this financially challenged family-owned organization, a $25M long-haul refrigerated team operation. During this time, I oversaw dispatching, driver recruiting and retention, sales, IT, accounting, and maintenance, including 5 direct reports. ➢ Instituted and upheld Safety and Operational processes and disciplines where none previously existed. ➢ Designed and implemented a robust training program for new student drivers and increased use of technology, which helped reduce insurance and accident expense and minimized refrigerated freight claims. ➢ Improved job satisfaction and reduced turnover 50% by moving drivers from team to solo opportunities, a change that also increased seated-tractor count and driver length-of-service. ➢ Strengthened the company valuation by maximizing EBITDA and minimizing debt liabilities. ➢ Steered the company through a high-stakes DOT audit and appeal process, including writing and implementing a Safety Management Plan to increase the safety rating to Conditional and comply with the DOT consent order.
Palletized TruckingExecutive Vice President
Aug. 2014 - May. 2015Houston, TxAs the EVP, I led and directed the management team of this $80M transportation and warehousing organization with 8 unique divisions and lines of service offerings. ➢ Oversaw direct reports inclusive of the sales team and operational leaders for Flatbed and Heavy Haul, Brokerage, Super Heavy Haul, Intermodal, Crude Oil Transport, Inside and Outside Storage, Private Fleet, and Maintenance Divisions. ➢ Negotiated a 10% savings in fuel costs with the primary fuel vendor. ➢ Grew Container fleet 10% through creative recruiting practices. ➢ Restructured Operations and Sales from a family-owned and operated trucking company to a Transportation organization poised to double within the next 5 years.
West Side TransportCOO
Nov. 2011 - Jul. 2014Joining West Side Transport in 2011, I led the executive management team for this $120M transportation and logistics organization comprising 4 terminal locations, 500 tractors, 2.1K trailers, and 600 employees. My direct reports spanned IT, Customer Service, Planning, Driver Management, Safety, Driver Recruiting and Retention, Maintenance, and Sales. ➢ Increased utilization 10.5% and total rate per mile 8%, improved OR from 97 to 94, and decreased deadhead from 13% to 10% by diversifying the business via adding an automotive vertical, restructuring operations, and promoting internal management personnel. ➢ Lowered CSA (Compliance, Safety, and Accountability) scores by proactively managing the department through ongoing education and selective hiring practices. ➢ Maintained seated truck count by implementing a student trainer program that seated a net 86 incremental trucks.
Martin Transportation SystemsSenior Vice President
Sep. 2005 - Apr. 2011➢ Dynamically managed daily operations of a JIT International transportation operation comprising 15 regional terminals with 1,300 employees (800 power units, 1300 trailers), including direct reports in Operations, Customer Service, Safety, IT, Human Resources, Pricing, Sales, and Maintenance. ➢ Identified and negotiated M&A targets and facilitated organic growth, successfully completing 5 acquisitions and increased revenue from $80M in 2005 to $160M in 2010. ➢ Increased efficiencies to improve profitability by centralizing dispatch, safety, and maintenance operations and maximizing truck and driver productivity. ➢ Managed extensive distribution network of dedicated routes for North American Automotive OEMs through Operations direct reports. ➢ Served as the face of the company with 3 corporate accounts (GM, Chrysler, and Ford) that represented 90% of the company’s revenue. ➢ Maintained P&L accountability, reporting directly to the owner of the company.
Smithway Motor XpressFlatbed Operations Director
Jan. 2003 - Aug. 2005➢ Oversaw day-to-day Dispatch, Customer Service, and Load Solicitation operation, managing a 10-location terminal network with 750 employees. ➢ Assisted in design and subsequently implemented terminal consolidation plan to lower overhead and increase profitability. ➢ Regionalized dispatch from a terminal-based dispatch system. ➢ Instituted and conducted employee (driving and non-driving) round-table discussions monthly.
Bitterroot International SystemsOperations Director
Dec. 1996 - Sep. 2002➢ Led day-to-day Dispatch, Customer Service, and Load Solicitation operations, including 450 driving and non-driving employees. ➢ Advised principal owner on marketing and corporate growth agenda.
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