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Work Background
National Logistics Associates IncPrincipal
Mar. 2004Eau Claire, Wisconsin AreaResponsible for logistics and manufacturing operations in Southeast Asia with offices in Manila Philippines. Serving as Executive Vice President, logistics, quality control, production, and scheduling in China and India for third-party manufacturing operations of USA clients. Drive business development activities and initiatives with key players and potential clients and support the sales team for Southeast Asia consulting operations. Manage the delivery of consulting engagements in accordance with strict deadlines and quality standards. Develop and implement continuous improvement programs for ongoing projects and China manufacturing operations. Serving as a Senior project manager for many projects in North America as needed PROJECTS (NLA) ARCMIXX Corporation-Balanga City, Bataan Philippines Jun 2013-2017 Chief Operating Officer ARCMIXX was conceptualized to serve as a mobile, project-based ready-mix provider for the thriving retail and mall development industry in Southeast Asia. It quickly grew to a large well know provider of ready-mix concrete services and established itself as a leader in government infrastructure projects for the growing population of the region Conceptualization, startup, and operations of mobile batching operations servicing billion Peso projects in the mall and public works infrastructure (NLA) Gearheads Corporation-MARIVELES Bataan, Philippines Jan 2004-2011 Chief Executive Officer The concept, startup, and operation of a 300,000 SQFT 3PL distribution center in a commercial-free trade zone, was undertaken by GHC in 2010 to service the new and rapid growing import aftermarket auto parts industry, with its anchor client being Toyota Motors.
Valley Food Service, IncSenior VP of Logistics Operations
Mar. 2002 - Jun. 2004St. Joseph, Missouri AreaManaged daily operations of the company’s supply chain, warehouse, transportation, and distribution center, including 80 route delivery trucks and drivers delivering to Taco Bell, KFC, Sonic, Subway, and Wendy's, and 185 warehouse and administrative employees. • Reported directly to Chairman of the Board • Complete profit and loss responsibilities, including developing and maintaining finance budgets and financing solutions • Project leader on reorganization of procurement group to streamline ordering process and better align with demand. Overall savings in distribution was 22%. • Responsible for re-engineering transportation department, reducing equipment requirements by increasing asset utilization yielding nearly a 40% reduction in transportation assets • Developed in house routing program utilizing MS Access/Excel upgrading from a paper system bringing dramatic time savings to drivers and customers • Developed and managed team for implementation of voice pick system including budget, RFP, purchase, procedures, and process development in warehouse. As a result, order fulfillment time was reduced by 35% and a dramatic decrease of 97% in order mistakes • Developed and implemented an organic routing system utilizing Excel/Access, increasing truck and trailer route efficiency 35% • Re-engineered warehouse layout and labor deployment to maximize utilization of both space and labor. • Developed and implemented training program for route drivers for route-stop delivery process
Sharp Services, IncChief Operating Officer
Feb. 1987 - Jan. 1991Saint Joseph, MOCOO of medium size refrigerated carrier specializing in transportation of ice cream. In the short time I was in control of the operation, we grew from 85 power units and 160 trailers to more than 600 power units and 1400 trailers. The business grew into a healthy profit center for its ownership achieving a 17% EBITA and a stable driving force with an industry low at the time of 60% driver turnover. The key to the success of the business was building a strong operations team and re-engineering fleet operations. The business was sold-out by its owners in 1991 by Taylor Martin and was one of their most successful auctions due to the condition and specifications of the equipment. After auction debits were satisfied, company ownership ended with $10.5M in clear proceeds. Key Results: 1 Introduced and implemented a new marketing strategy and plan that allowed company to be a leader in the frozen confections transportation market 2 Developed driver training materials and video that allowed for a DOT training certification to be issued to company. 3 Upgraded equipment with state of the art technologies for tracking and tracing as well as fuel efficiencies and lower maintenance cost, insuring better customer service and profitability 4 Worked with financial institutions to secure long term financing to support new marketing strategies 5 Implemented accountability measures for driver, fleet managers, accounting and administrative employees 6 Designed and implemented new driver pay program that increased productivity by 10%
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