Manager Project

JAMES M. SEXTON

**** ***** ***** *****

Ottawa, Illinois 61350

815-***-**** (home)

803-***-**** (cell)

*********@*****.***

QUALIFICATIONS: Eighteen years of leadership experience in all aspects of distribution

operations, asset management, and project management.

EDUCATION:

University of Louisiana-Monroe - Monroe, LA Webster University – St Louis, MO

Major: Criminal Justice Master’s Degree: Management and Leadership

Degree: Graduated - Bachelor of Arts 21 hours completed

GPA 3.00 Expected graduation: 2011

Alpha Phi Sigma, Lambda Alpha Epsilon GPA 3.80

Computer Skills:

Literate in the use of full suite of Microsoft Office (i.e., Word, Works, Word Perfect, Excel,

Power Point, Project, Access, other programs), EXE Warehouse Management Systems,

Manhattan Associates’ WMS applications, Red Prairie, Kronos, and several proprietary systems.

EMPLOYMENT HISTORY:

2005-2009 PetSmart Corporation-DC36, Ottawa, Illinois

DC Manager: Lead the activities of executive and hourly staff in multiple

departments in a 1,000,000 square foot distribution center. This includes not

only daily operations and growing other leaders, but it also includes a heavy

emphasis on project management.

• Contributed to the successful start-up of a 1,000,000 sq ft building.

• As the Outbound Manager, helped establish carrier rates and routes,

negotiated a Dedicated Carrier for Chicagoland stores, and established SOPs.

• Immediately after start-up was complete, I defined and created a project,

which helped the DC go 14 months without a DC-related service failure, and

making the DC #1 in Level of Service in the process.

• As the DC Manager for 2nd shift; the position required operational

responsibility for all areas of the building. This included conducting pre-

shift meetings with all leaders on the shift, shifting resources as the workload

dictated, monitoring progress throughout the shift, making changes as

needed, implementing contingency and recovery plans as necessary, and

doing anything required to maintain an uninterrupted flow of work in the

building.

• As the Fish DC Manager, held full P&L responsibility for that DC. During

the time leading that group, improved productivity 30%, cut pet loss by 40%,

and gained a #1 ranking among all Fish DCs in the company.

• Helped grow the culture in the building, by providing the right mix of

encouragement, motivation, and accountability, always using positive

Performance Management principles.

• Developed and implemented the “Development Project,” in which leaders in

the building were required to formalize their development plans.

• The opportunity to work in all areas of the building allowed me to work with

a very diverse group of people, and it has helped hone leadership skills, by

virtue of having to overcome a wide variety of operational opportunities.

• Replenishment productivity was another area for a focused improvement

project. Replenishment productivity rose more than 25%, while maintaining

Level of Service commitments to building partners.

• I actively mentored both hourly and executive associates, in order to grow

the next generation of leaders; developed, facilitated a variety of soft skills

classes.

1996 – 2005 Target Corporation – Little Rock, AR

Executive Group Leader: Managed the activities of every facet of operations

and the movement of product in a 950,000 square foot distribution center.

• Daily responsibilities included, but were not limited to, establishing work

priorities, determining manning requirements, arbitrating/resolving conflicts

among operational departments in support of overall building, budget

balance, and customer requirements, and consistently monitoring work

activities to ensure that they were performed with due regard to throughput,

quality, and safety.

• Collateral duties included, but were not limited to, Executive Development

Counsel, Cross Training Counsel, Realignment/Remapping Captain, Target

Volunteers, Celebration Captain, Learning Group Committee, and United

Way Captain.

• Completed dozens of executive development courses, facilitated many, and

was certified as an Executive Trainer. Also completed a number of projects

in various areas, all designed to improve some facet of the operation.

• Provided teambuilding and mentorship to executives and teammates.

• Improved productivity 20% in Order Fill, and 15% in Depal.

• Involved in the budget and forecast process, as well as sharing in the P+L

responsibility.

1994 - 1995 DSC Logistics (Johnson & Johnson Dedicated Distribution) - Memphis, TN

Operations Manager: Managed the activities of employees and the movement

of product in a 500,000 square foot distribution center.

• Planned, administered, and maintained budgets for operational areas.

Involved in the budget and forecasting process, responsible for ensuring that

operations met goals, while sharing in the P+L responsibility.

• Planned daily schedules and activities for execs and hourly employees in a

start-up operation. Mentored and trained execs in a variety of areas, with an

eye towards their development.

• Reduced overtime 60%

• Increased productivity 40%

• Reduced Loss/shrinkage $5,000 per month

• Established incentive program, attendance policies and disciplinary measures

as part of the employee handbook

1992 - 1994 Family Dollar Stores - West Memphis, AR/Charlotte, NC/Little Rock, AR

Area Manager: Structured and managed the activities of distribution center

personnel.

• Part of management team responsible for start-up of 700,000 square foot

distribution center in West Memphis, AR. Included in this were a wide

variety of tasks, including planning for and doing the hiring of executive staff

and hourly employees, planning and executing the physical layout of the

building, developing training materials for both executives and hourly

employees, holding training for every one involved, writing operational

procedures for several areas in the building, and other duties on an as-needed

basis.

• Part of a team that established the carrier network for the DC, including

negotiating rates, expectations for performance and other elements of the

contractual agreements between the carriers and the company.

• Once the building was up and running, took operational responsibility for

several areas, while continuing to develop executives and hourly employees.

• Planned and administered departmental budgets. This was accomplished by

developing several tools used to measure and monitor progress, and make

changes as needed.

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