Experience

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  ShipBob

  • Riverside County, California, United States

  • Regional Director

    • Aug 2023 - Present
    • Riverside County, California, United States

    West Director of all Logistics

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  Amazon

  • Senior Regional Multi-Site Leader

    • Feb 2018 - Aug 2023

    • General Manager of three Amazon XL Fulfillment Centers: Perris, CA, Phoenix, AZ, and Salt Lake City UT• Salt Lake City recognized as the best Safety site in the network with the best Delivery Estimate Accuracy in Q2 2023• Created and developed Station Area Manager College, utilized to train 32 new Assistant/Station Area Managers, graduates had 100% Promotion rate within 6 months, rolled out recorded sessions as Yellow Brick Road Training conducted over 6 weeks to all network leaders.• Primary POC for HR and Business Leaders to develop strategies to attract, develop and retain talent. Every team managed experienced reduced attrition (62%) and increased promotion rates and frequency (43%).• Originated, organized, and wrote the Amazon Leadership Library, wiki and content generation, shared with senior leaders only, actively incorporated in 5 different organizational training structures.• Created and Presented Project BEBE (Be Earth's Best Employer) and Project Jerry Maguire to NAFC Director of Learning & Talent Development, Created and Presented 12 different projects to Director Level Leaders, nearly all of which have been implemented.• Ideated and Revised Promotion Assessment model for Internal Promotions through point attribution for specific categories, weighted by characteristic desirability. Implemented for Recruiting in entire TS Network.• Created/Managed Project 136: Attrition Reduction, reducing AA attrition by 65% Pre-Peak through improved hiring process, increased engagement, consistent high-frequency coaching, implemented in entire Traditional Sortable Network.• Invented and revised Virtual Walkthrough for network Remote Management of XL Delivery Stations• PXT/HR Operations Primary Leader for entire AMXL Delivery Station Network, ran engagement activities for all associates and leaders in the network, focused on assessing, hiring, training, and developing all employees.

  • Learning Operations Manager

    • Apr 2014 - Feb 2018

    • Back half night shift stow productivity exceeded P&L goals on average 18-21%, best in the FC • Established Continuous Improvement process in the FC for Kaizen process improvements.• IRDR consistently either 1st or 2nd best in the entire sortable network, best in the history of opening buildings.• Originated and sustained Area Organization/Area Readines 4M/5S process including weekly audits in all depts. • Aggressive labor hour management including “voluntary time off” and restructuring of work crews to make best use of available manpower, reducing labor costs by more than 40%.• Most cost effective building opening in Amazon History, 10-14% better than projected P&L goals

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  Walgreens

  • Moreno Valley, California, USA

  • Inbound Manager

    • Feb 2011 - Apr 2014
    • Moreno Valley, California, USA

    Operations Manager Inbound• Managing Kaizen Quality Improvement team charged with analyzing and implementing process improvement ideas submitted by associates as well as suggested by team including quality specialists and management.• Managing the Split Case Pick/Stock (3 modular departments) operation at 900,000 square foot distribution center, replenishment, stocking, picking, and inventory control of retail and pharmaceuticals/medical devices. • Implemented & managed High Value Control Cage and Refrigerated RX, receive, stock, inventory, pick & ship• Coaching & developing using Standard Operating Procedures; 3 direct report leads and 100 employees.• Managed Exceed program: hiring and retention of Disabled Americans w/goal 20% hiring in warehouse• Increasing overall shift productivity above 100% PTG all departments, accuracy consistently above goal 99%. • Originated and sustain 5S warehouse cleanliness process including monthly audits in all departments. • Employee voluntary turnover zero through 2013, all involuntary turnover can be classified as positive.

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  Honda R&D Americas, Inc.

  • Chino, California, USA

  • Operations Manager

    • 2008 - Jan 2011
    • Chino, California, USA

    Operations Manager 2nd Shift• Kaizen Sensei Managing Quality & Improvement team charged with analyzing and implementing process improvement ideas submitted by associates and suggested by team including quality specialists/management.• Coaching & developing employees-Standard Operating Procedures; 8 direct report supervisors, 175 associates.• Managing the overall 2nd shift operation at 500,000 sq. foot DC cross-dock shipping/receiving, warehousing & inventory control, along with pick and pack operation and dealer returns departments. Coordinating productive handling of inbound and outbound freight to dealers all across the country along with the Honda Part Centers. • Maintaining overall shift productivity which was consistently over goal in all departments, flag-back errors and delivery trouble error rate compliance less than 0.5%. • Zero lost-time injuries over complete operation in 3 years, including the temporary workforce.• Originated and sustained 5S warehouse cleanliness process including monthly audits in all departments.• Aggressive labor hour management including “voluntary time off” and restructuring of work crews to make best use of available manpower, reducing overall labor costs by more than 25% YOY.• Employee voluntary turnover zero in 2009, all involuntary turnover can be classified as positive.

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  Hardware Resources

  • Ontario, California, USA

  • Distribution Center Manager

    • 2005 - 2008
    • Ontario, California, USA

    Distribution Center Manager • Spearheaded all distribution operations in the Western US from 250,000 square foot distribution center. • Oversaw 3-5 containers of freight daily from the Port of Long Beach; unloaded, scanned and sorted.• Directed operational supervisors with employee crews servicing customers via LTL freight and small package.• Planned and implementing break-bulk distribution center (first in the company’s history) through hiring contractors to build DC, saving $2.5M below the initial cost estimates.• $2M in savings via reduced labor, handling, and freight costs, improved delivery times on average 1-2 days.• Noted for eliminating turnover and reportable injuries to zero and for reducing pull error rate from 3% to less than 0.1%. Eliminated inbound freight processing delays, from 18% to ZERO.• Reduced all vendor costs and transportation by nearly 30% and kept all P&L expense line items below annual targets and customer complaints from warehouse errors from 6-8 per month to less than one per month.

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  FedEx Ground

  • Rialto, Anaheim, Los Angeles California

  • Sort Manager

    • Mar 1997 - May 2005
    • Rialto, Anaheim, Los Angeles California

    Sort Manager 2003 – 2005 Regional Dock Operations Training Mgr. 2000 – 2003 Service Mgr. 1997 – 2000• As a Shift Manager reported directly to Terminal Senior Management of 1st shift; accountable for both 2nd and 3rd shifts managing 50,000+ packages inbound for local delivery and 120,000+ packages outbound for pick up. • Managed P&L for detailed line items, focused on controllable expenses, the largest being labor, with 240 employees and 10 direct report supervisors, both part-time and full-time. • Regional, oversaw managers in 23 facilities from Hawaii to Nevada & Arizona, mostly in Southern California.• Developed and implemented origin to destination hand-held scanning system for entire company in 2001 and achieved 0% to 96% scanning compliance improvement in 8 months, and 99% in 18 months• Managed productivity, manning plans and labor costs for entire west region (23 facilities, nearly 1000 employees including drivers). Improved packages per direct labor hour by 14 points or 16%.• Developed advanced Excel load chart program implemented company wide in 2003.• Received ‘Best Region’ award in 2003 and ‘Most productive dock operation’ company award 2002. • Safest dock in the region-2004, 1 lost-time injury per 12183 hours worked, regionally 2nd most productive dock -2004, beating productivity goal by 8 points, or 10%. Reduced damage claims from .9% to .033% of revenue.