Manager Customer Service

JOSEPH RIBAUDO

*** *** **** **** ? Poughquag, New York 12570 ? H: 845-***-**** ? C:

845-***-**** ? *******@*****.***

Operations Manager ? General Manager ? Project Manager

District level operations professional with extensive experience in

managing large-scale operations in critical and complex markets. Proven

ability to build and lead effective teams that are recognized for

performance leadership, continual improvement in customer service,

productivity and profitability. Leader with clear record of successfully

mentoring and developing subordinates for higher level management

positions. Accomplished in budget planning and administration, sales

support and customer service. Highly organized and detail-oriented leader

with exceptional record of leadership and performance.

P&L ? Strategic Planning ? Operations Management ? Team Leadership ?

Budgeting ?

Staff Development ? Organizational Development ? Restructuring ? Customer

Service ? Sales Support ? Change Management ? Innovation ? Productivity

Enhancement ? Safety Management ? Program Development

PROFESSIONAL EXPERIENCE:

Nestle Waters, North America 2009 to

Present

Nestle Waters, North America is the number one bottled water organization

in the US.

Zone Operations Manager, Kearny, NJ, November 2011 to Present

-Zone Operations Manager responsible for the day to day operation of a

large facility covering Manhattan, NY and Northern New Jersey. Controlled

the processing of 20,000 units involving the delivery of 3,200 customers

per day with a staff of 6 unit leaders, 110 route salesmen, 3 service

coordinators and 1 solution router.

? This position's key focus is to improve safety, customer service,

increase route productivity and operational efficiencies through

execution and achieve sales / distribution targets.

? Generated annual revenues of $43M through daily distribution and monthly

sales promotions.

? Implemented a route re-engineering resulting in route reductions and

consolidations of multiple route trucks into one operating

tractor trailer, leveraging the customer density in NYC.

? Created a developmental route salesmen position not requiring a CDL

license and starting at a lower compensation rate.

? Actively involved in round tables and Nestle & I focus groups,

encouraging engagement and process improvement through the route

salesmen group.

National Fleet Process Improvement Manager, July 2009 to November 2011

-National Fleet Process Improvement Manager is responsible for the

influential leadership behind fleet operations.

? National level position supporting 35 fleet shops, 60 fleet technicians,

1,600 route trucks and 400 forklifts.

? Responsible for the step-up, roll-out and organization behind the

Transman System. (Productivity and Inventory system)

? Generated monthly reporting geared at fleet preventive maintenance, fleet

technician productivity and parts inventory control.

? Actively involved in fleet asset ratios in an effort to reduce wasted

costs of having additional vehicles.

? Partnered with vendors on pricing and implementation of performance

improving processes.

? Introduced NYC traffic ticket program and process, resulting in 60%

reduction of paid traffic tickets.

? On-going analysis of fleet cost related items, such as fuel alternatives,

tires and brakes.

DHL Express/Airborne Express 2000 to

2009

DHL Express is a global express delivery organization; in 2003 they

acquired Airborne Express, significantly expanding their US operations.

District Field Services Manager-Westchester County & Newburgh, NY, November

2007 to July 2009

-District Manager responsible for the day to day operations of 2 separate

facilities covering Upstate New York. Controlled the processing of 12,000

shipments involving 4,500 stops per day with a staff of 7 supervisors, 115

couriers and 7 agents.

? Responsible for the planning and execution of 2 station closures into the

Newburgh facility as part of DHL's domestic

restructuring.

? Administered an annual operating budget of $10M and generated annual

revenues of $12M.

? Implemented a one-route structure that consolidated AM and PM delivery

and pickups, eliminating couriers and route duplication

with a headcount saving of 40%.

? Reduced labor hours by establishing facility procedures, redesigning the

employee bid structure, courier accountability and through

manager/supervisor daily budgets.

? Developed productivity and service KPIs based on an 18-day average for

continuous improvement.

? Evaluation of route trucks and line haul utilization yielded a reduction

of 60 trucks for a savings of $600,000 per year.

? Actively involved in talent management and talent upgrading, using

internal resources as well as outside networking.

? Created 50+ page daily operating plan for new supervisors, identifying

goals, areas of improvement & methods to obtain goals.

? Company station rankings: 1st quarter 2008-4th out of 76 and 2nd quarter

2008-3rd out of 76.

? Both facilities were complete operational re-builds, involving structure,

expectations, responsibility and follow-up.

District Field Services Manager-Manhattan, NY, July 2004 to November 2007

-Promoted to District Manager responsible for day to day operations in

DHL's most visible, complex and challenging markets. Controlled the

processing of 45,000 shipments involving 15,000 stops per day with a staff

of 5 Managers, 22 supervisors, 300+ couriers and 4 agents, spread

throughout four separate locations (1 truck facility and 3 foot courier

facilities).

? Administered an annual operating budget of $80M and generated annual

revenues of $95M.

? Responsible for the 3-stage facility relocation project, 2nd largest DHL

capital expenditure. ($2M+)

? Executed the consolidation of 2 Manhattan operating districts into one

facility, gaining efficiencies and stronger Manhattan

presence.

? Maintained facility performance and service levels while operating in an

environment with 30% completion of total construction.

? Implementation of monthly business reviews for subordinates involving

service, productivity, cost and image elements.

? Reduced truck facility's labor hours by establishing facility procedures,

redesigning the employee bid structure, courier

accountability and through subordinate daily budgets.

? Assigned as regional point person during DHL's Airport Integration in

Wilmington, Ohio.

? Accepted 2 month responsibility/assignment in summer of 2005 to turn

around a struggle Edison, New Jersey district.

Redesigned employee bid structure and established facility procedures,

resulting in service & productivity gains.

? Involved in the recruiting and development of our management teams, both

at the Manager and Supervisor levels.

? Roll out and implementation of Employee Opinion Surveys (EOS) and

developed Action Teams.

? Improved on-site, quarterly audit scores quarter over quarter, focusing

on Safety, Security and facility operations.

? Responsible for the development of five subordinates to higher levels of

responsibility, through promotions.

Station Services/Cartage Manager-Manhattan, NY, October 2001 to July 2004

-Promoted to Station Manager with the responsible for 2 separate operations

during this period of time. (Manhattan Pickup and Outbound Operation and

Midtown Foot Walker Facility). Controlled the processing of 14,000

shipments involving 4,500 stops per day with a staff of 5 supervisors, 125

couriers and 7 agents (1 foot courier facility and 1 truck facility).

? Responsible for the pickup operation plan for all of Manhattan during the

Airborne Express & DHL Express integration.

? Regional auditor noted facility was "the most organized station post

integration".

? Responsible for the design and implementation surrounding the facility's

relocation in June 2004.

? Set station performance goals for the supervisors and counseled on areas

that required attention. .

? Designed a "live time" monitored accounts pickup list to increase

visibility on high priority customers.

? Developed route books, including special instructions, to aid replacement

couriers, proactively protecting service.

? Responsible for the pickup operation's planning behind the reorganization

of two Manhattan Districts.

Field Service Supervisor-Manhattan, NY, July 2000 to October 2001

-Recruited and hired as a Developmental Supervisor in the Organizations

most challenging market. Supervised on average 20 couriers in Manhattan

(1 truck facility and 1 foot courier facility).

? Increased dock productivity by assigning work positions and enforcing

methods. PM pkg. handling hours rose 30%

? Received a Silver APEX award for post 9/11 operational involvements.

? Reduced theft and loss claims by 50% by implementing proper scanning

procedures.

? Removed from the one year Developmental Supervisor Program after 6 months

based on performance.

EDUCATION:

The Citadel, Military College of South Carolina Bachelors of

Science, May 2000

GPA: 3.2 out of a 4.0 scale ? Dean's List 5 out of 8 semesters ? Held cadet

leadership positions

Ashford University Masters in Business

Administration, January 2014

MBA in Organizational Leadership

CERTIFICATION:

Villanova University Six Sigma Green Belt,

June 2009

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