Nordstrom - Seattle, Washington                                                                         November 2021 to Present 

 

General Manager - Washington, D.C.

Guide planning and daily operations of Logistics Campus, consisting of 2 sites totaling 900,000 sq ft. Direct to store distribution and direct to customer fulfillment.  24/7 operating model with 2 "peaks" per year in July and December. Support the development of 4 Senior Leaders and indirect support of a 46-member management team. 

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• P&L Development and Accountability

• Fostered Culture of Safety by identifying gaps in manager and employee engagement, ownership and communication, leading to an Injury Frequency Rate reduction from a 3.2 to 1.1 IFR. 

• Established a weekly continuous improvement planning session aligning leaders on site objectives, process discipline across shifts, and collaboration on projects and Lean initiatives. 

• Modified fulfillment process by eliminating reserve locations and replenishment activity, yielding a reduction in order cycle time from 1.4 days to .95 days.

• Orchestrated the deployment of a network wide Productivity Framework and success matrix model that aided in YoY PPH improvement of 22%.

• Collaborated with Industrial Engineering team to incorporate a robotic sortation system into returns and return to vendor operational processes. 

 

 

 

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Armada Supply Chain Solutions - Pittsburgh, Pennsylvania                                  July 2015 to October 2021 

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Division Manager - Greencastle, Pennsylvania                                                        

Steered the strategic planning, budget development and oversight, and metrics deliverables for the Mid-Atlantic 3PL division, comprised of 2 Distribution Hubs with 1.2 million total square feet. Collaborated with Field Services team responsible for customer relationships with 3PL clients. 

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• Cultivated the development of 2 General Managers and their management staffs by designing and administering yearly training programs focusing on business acumen skill sets, Six Sigma and Logistics principles.

• Improved network labor cost per case from $.21 cents to $.15 cents per case from 2016 to 2020, resulting in a $2.8 million reduction in overall labor costs.

• Redesigned Hub layouts by changing storage media and coordinating slotting initiatives that reduced order cycle times and increased order reservation capacity by 11%.

• Administered the implementation of a Labor Management System, Voice Pick roll out in case pick areas, and WMS upgrades across 2 Distribution Hubs.

• Chaired the company wide implementation of a web-based reservation tool used in all Hubs and corporate transportation departments.

• Leveraged efficiency gains due to hub layout changes, and labor management initiatives to record year over year reductions in detention costs from $413k in 2016 to $54k in 2020.

• Partnered with IT and Engineering to formalize metrics scorecards for all Hubs and synched data to company portal for real time access by internal teams and clients.

• Analyzed use of Autonomous Guided Vehicles to reduce labor costs, increase throughput and mitigate against challenges in the labor market.

 

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Macy's Logistics - Cincinnati, Ohio                                                                      October 2014 to June 2015                                                 

Manager, Shift Operations - Martinsburg, West Virginia                                                                                                 

Directed the daily operations and production planning of weekend shift operations in a 1.3 million square foot ecommerce direct to customer fulfillment center. Established daily production goals and staffing for all functional areas using forecasted sales data, ensuring productivity and financial goals were met. Established continuous improvement initiatives around productivity, same day shipping and accuracy. Supported team of 8 managers and 15 supervisors with associate staffing levels of 450 flexing to 900 during peak season.

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• Obtained weekend operation units per hour improvement from 11.2 to 16.8 in 9-month period.

• Reduced canceled order rate from 3% to 1.7% by focusing team on process discipline and compliance.

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Peapod - Skokie, Illinois                                                                      October 2005 to September 2014                                           

Director of Operations - Hanover, Maryland                                                                   

Supported the continuous improvement and financial oversight for a multi-site Ecommerce operation consisting of 2 distribution centers and 3 cross dock facilities. Cultivated engagement and business connectivity of 675 hourly and non-exempt associates leading both a union and non-union environment. Guided development and mentored 4 Sr Operations Leaders as well as indirectly supporting the development of 43-member management team.

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• Structured yearly budgets, accountable for FY 2014 operating budget of $40 million.

• Generated fulfillment cost per order reductions of $5 per order, $3.3 million in overall cost reductions, through engineering standards, pioneering incentive programs and automation projects.

• Decreased error reduction rate from 8.1% to 3.7% by re-engineering quality standards and creating culture of ownership and accountability.Championed Lean initiatives to increase on time delivery from 91% to 97.8% over a 5-year period.

• Intensified organizational focus on associate engagement and development by spearheading implementation and execution of onsite learning lab.

• Conceptualized design and process flows of current distribution center while leading project team for facility relocation, automation implementation and start up.

• Constructed rigorous cycle count schedule and inventory processes leading to reduction of shrink from 2.1% to .7% and item location accuracy increases from 87% to 97.8%.

• Refined delivery service model area increasing orders per route and reducing total delivery costs by $3.25 per order over 2-year period for total savings of $1.9 million.

• Negotiated union contracts ensuring favorable labor cost structures. Last contract used as template for successful negotiations within organization.

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The Home Depot - Atlanta, Georgia                                                                         August 2001 to October 2005                                                                

 General Manager - Hagerstown, Maryland                                                                          

Directed the strategic planning and day to day operations of an 824,000 square foot ecommerce facility with 374 hourly associates. Provided overall direction, and effectively coached 11 managers and 28 supervisors.

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• Elevated inventory dollar accuracy to 99.2% in FY 2005 over FY 2004 rate of 95.6%.

• Directed the creation and implementation of departmental and associate level performance metrics and Dashboards, increasing productivity by 28% in 2005.

• Lowered OSHA Recordable by 22% over 2004.

• Obtained order accuracy of 99.94% in FY 2004 up from 99.85% in FY 2003.

• Directed project team that expanded square footage of facility by 50%.  Established capital expenditure plan, facility flow and layout, and negotiated pricing and installation of all storage media and lift equipment.

• Produced the lowest expense to sales ratio in the network at 2.51% of sales for FY 2003.

 

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