Manager Customer Service

Effective Operations Manager with * years experience. Respected builder

and leader of customer-focused teams; knowledge of the business disciplines

at the Masters level aided with establishing continuous improvement

initiatives that integrated supply chains through process improvement by

maximizing value through service and cost minimization.

Areas of Expertise

Operations Management Cost-Reduction

Strategies

Customer Service Management Supply Chain Integration

Teambuilding & Training Sales & Margin

Improvement Situational Leadership Budget

Creation & Execution

Education

INDIANA WESLEYAN UNIVERSITY - Marion, IN

MA - Business Administration (2006)

IOWA STATE UNIVERSITY - Ames, IA

BA - Transportation and Logistics, Finance minor (2002)

Professional Experience

SCHNEIDER NATIONAL, INC. Urbandale, IA

2002 - 2010

Operations Manager, 11/09 to 11/10

Promoted to operations manager position to develop business goals and

action plans that promote profitable growth within the Des Moines region.

. Aspects included hiring and developing a regional staff while also

recruiting and retaining drivers.

. Accountable for sustained revenue growth by establishing measurable

goals for operations, sales, recruiting, safety and all other aspects

of the strategic plan.

. Supervised three driver managers and one administrative assistant with

125+ driver associates.

Key Contributions:

. Changed the region from worst to best in-class by creating processes

for six business cornerstones: asset management, financial

improvement, safety, service, driver capacity and fuel management.

. Transformed operation that was posting monthly losses in revenue and

EBIT and quickly surpassed revenue and billed mile goals in 2010

. Achieved 18% improvement in average revenue and billed miles over the

first ten months of 2010. This resulted in a positive turnaround in

EBIT from a loss of $167,489 (-13%) to a gain of $109,499 (7%).

. Recognized as top division out of six in the Midwest for average

margin during Q2 and Q3 (5.5%). Surpassed all of the Van Truckload

division in margin for Q3 (7% vs. 5%).

. Des Moines recognized as the division with the most significant

financial turnaround in 2010 - from a loss of 6.4% in EBIT margin

during Q1 to a positive gain of 7% during Q3.

. Hired and trained management staff with the ability to drive

accountability for improvement and positive change based upon business

objectives. Coached associates through their individual development

plans.

. Proven ability to demonstrate tough decision making that included

actions related to terminations, pay freezes, performance improvement

planning and business restructuring.

. Commanded a critical account startup for Clorox that required onsite

presence. Duties included immediate resolution to any operational

issues in addition to establishing and then communicating process to

Schneider. Execution was flawless and received recognition from both

Clorox and Schneider leadership.

Account Service Manager, Onsite at Frito Lay - Dallas, TX, 2006 - 2009

. Advanced to an increasingly more entrepreneurial position managing

Schneider's account with Frito Lay onsite at a major Frito Lay

manufacturing plant in Dallas, TX.

. Act as customer liaison between the customers' shipping sites and

Schneider National. Develop an operating plan for assets (driver

capacity and empty trailers) that flexed to Frito's seasonal demand.

Key Contributions:

. Facilitated the daily execution of the Frito Lay business across six

manufacturing plants within the Dallas/Fort Worth Metroplex while also

reviewing Frito's larger network for opportunities for growth and

improvement.

. Partnership helped to decrease cost per case by 2.5 cents over 2006,

projected $2 million better than Frito's plan for 2007 and improved

Frito's 'carrier scorecard' for Schneider by ten points over 2006.

. Successful account execution in 2007 resulted in a contract extension

through 2008 and allowed for a 2.7% rate increase and new business

opportunities at 8 additional Frito locations.

. Awarded Frito Lay's 'Gold Carrier' of the year for 2007 and 2008 for

achievement in on-time service and low-cost. Attended Frito's yearly

awards banquet and was recognized with plaque.

. Negotiated interchange agreement in 2009 that offered Frito greater

flexibility by using Schneider equipment. Successfully balanced added

cost vs. added customer value.

. Awarded Frito Lay's 'Platinum Carrier' of the year for 2009 for

sustained service levels above 99% and providing new and creative

solutions for driving cost out of their supply chain.

. Corrective action plan taken with a Schneider division to reverse

negative service trend resulted in 90 days of 100% on-time execution.

This division improved from worst in Frito service to first.

Driver Business Leader, Schneider Operating Center - Indianapolis, IN 12/02

- 2/06

. Managed group of truck driving associates with responsibilities that

included the development of core processes surrounding safety,

productivity and regulatory compliance. Role served as the key

leadership component of the High Performance Work Team Development of

situational leadership techniques served to help reconcile customer

and driver needs, while leading drivers and associates to meet

specific company performance goals.

Key Contributions:

. Provided additional $8.7 million in revenue over four months by

flawless execution of temporary business for General Motors.

Engineered lanes to provide more predictability in light of an

unpredictable business model.

. Achieved 100% on-time completion of accident remedials and DOT

compliance issues through effective loss prevention management while

also decreasing accident frequency by 18% over two months.

. Maintained goal of 18% profit margin on key account with Aurora Parts

throughout 2006 in light of escalating fuel prices.

. Participated with multiple new business startups for John Deere and

Newpage while being selected to resolve operational issues for

customers that included Toyota and JC Penney's.

. Promoted to Senior Driver Business Leader in 2006 for exemplifying

leadership qualities in and around the Indianapolis operating center.

. While leading the dedicated automotive group, achieved 98.6% on-time

delivery with zero line shut downs and decreased turnover from 32% in

2005 to 9% in 2006 as a result of increased account efficiency.

. Improved preventative maintenance on-time percentage in 2004 by 30%

over 2003. Result was a dramatic savings in tractor maintenance cost

in addition to increased driver satisfaction and retention

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