Project Manager Sales
Resume:
Thomas Wakefield
Email: abpcdx@r.postjobfree.com
Address: **** **** **
City: Brownsburg
State: IN
Zip: 46112
Country: USA
Phone: 765-***-****
Skill Level: Director
Salary Range: $175,000
Willing to Relocate
Primary Skills/Experience:
See Resume
Educational Background:
See Resume
Job History / Details:
THOMAS WAKEFIELD
1727 Hawk Lane
Brownsburg, Indiana 46112
abpcdx@r.postjobfree.com
SUMMARY
A pioneering and results-driven TOP OPERATIONS EXECUTIVE with expertise in streamlining operations, cost elimination, cost containment, aligning people with strategic goals, and implementing change. A highly effective communicator with a proven aptitude for working well with all levels of an organization. A detail-oriented producer who identifies issues and provides lasting solutions. A dynamic forward-thinker who consistently achieves maximum effectiveness. Secures lasting success with a commitment to excellence.
Mentoring/Coaching Financial Analysis Team Leading
Project Management Budgeting Change Management
EXPERIENCE
RANDOM HOUSE, INC., Crawfordsville, Indiana
Vice President, Operations 2010-2012
Director, Operations 2005-2010
Responsible for six-day per week, four-shift operation of 667,000-square-foot fulfillment, special services, and returns facility, handling between 175,000,000 and 200,000,000 units across all functions, with over 55,000 picking SKUs. Oversaw Random House`s children`s books and client fulfillment, totalling over $720,000,000 retail annually. Assumed responsibility for annual operating budget, totalling $13,000,000 to $15,000,000, and facility project capital budgeting. Led exempt staff of nine and oversaw facility staff of 300 to 350 permanent, temporary, and part-time FTEs. Maintained fixed and variable cost structure with declining market of physical book shipments/sales. Managed United States returns, for both Random House and client, processing $750,000,000 retail annually.
* Attained ratio of less than .050 annually for OSHA recordable incidents per 1,000 hours worked.
* Improved returns storage capacity by four times with no capital expenditure outlays.
* Promoted and supported employee Bright Idea Program, generating over 250 ideas annually.
* Spearheaded successful ramp up of second-shift returns and fulfillment operations, increasing FTEs from 44 to 152.
* Guided successful addition of third-shift fulfillment operations with near zero dollars net to operating cost structure.
* Reallocated 10% of staff to four-day, ten-hour, Sunday through Wednesday shift.
* Reduced KPIs of average order insert to order ship by 21.7%, and max insert-to-ship by 21.1%.
* Introduced, trained, and developed internal metric dashboards in all functional departments.
* Reduced overtime and temporary expenses by over $850,000/42.4% in first full year. Decreased overall CPU for outbound related activities by 5.4% in first full year.
* Received Team Excellence award four times from Relay For Life, 2007, 2008, 2010, and 2011; Character Counts community award, 2008 and 2011; 110% award from Random House Sales Team, 2011; and MCED Bright Star award for outstanding corporate citizenship, 2008.
Director, Fulfillment and Operations Services, Westminster, Maryland 2003-2005
Led exempt staff of six responsible for purchasing, security, facilities, safety, WMS projects, and project management. Oversaw operating budgets, totalling $1,400,000, and annual dollars through purchasing department of $17,000,000 to $18,000,000. Headed business continuity/business recovery team responsible for creating plan for fulfillment. Held responsibility for accurate and continuous improvement of ABC Models that directly tied to organizational decision making and identified internal opportunities for driving change in processes.
* Led Canadian facility redesign, netting 22% throughput improvement for returns and fulfillment processing.
* Multi-facility operational fulltime equivalent and unit budgeting oversight, accounting for 800 FTEs and 450,000,000 units.
* Headed security system projects for two facilities from initiation through implementation, totalling $350,000.
* Guided $135,000 timekeeping software/hardware system upgrade for two facilities.
Assistant Director, Engineering and Facility Services 2002-2003
Oversaw facilities manager and engineering department. Developed FTE model, enabling management to determine staffing levels for any time period.
* Investigated, analyzed, proposed, and implemented fulfillment process and physical change improvements, netting 20% reduction in staff and 30% throughput improvement for special services department.
* Provided background costing structure, utilizing activity based costing to aid development of job estimate model for customers.
ADDITIONAL EXPERIENCE
ARVATO, INC., Odenton, Maryland, Director, Operations, 2000-2002. Responsibility for operations of 165,000-square-foot profit center, providing fulfillment services. Led exempt staff of four and oversaw 75 to 150 temporary and full-time warehouse staff. Improved facility`s Return on Sales by over 12% on $18,000,000 contract. Enhanced shipping throughput by over 65% within first five months. Led improvement of customer directed operational KPIs from lows of 75% to over 99.5%. Handled seasonal upswing in throughput of 74%, while utilizing 52% fewer personnel and achieved 75% reduction in OT when compared to previous season, while improving throughput. Reduced annual facility costs by over $2,000,000 from $16,000,000 budget within first 14 months.
BIGWORDS.COM, Hebron, Kentucky, Operations Manager, 2000. Oversaw operations of 165,000-square-foot automated e-commerce fulfillment facility across two-shift operation, over 20 hours, with three shift managers as direct reports and between 75 to 100 full-time and temporary indirect reports. Managed proper picking, packing, and shipping of over 750,000 packages annually. Developed and implemented logistics plan for inbound shipments from over 3,000 vendors. Achieved savings of over $60,000 and improved service time by average of 33% on inbound freight. Negotiated outbound and inbound shipments with UPS and other contract carriers for business-to-business, as well as business-to-consumer shipments. Aided in development and completion of automated facility, improving efficiencies by over 30%.
Logistics/Project Manager, 1999-2000. Managed book buy-back operations, ensuring optimal turnaround time for customer base. Improved turnaround time by over 40% over four-month period. Directed operational side of successful launch of apparel line of over 10,000 SKUs.
REXAM MEDICAL PACKAGING, Mundelein, Illinois, Warehouse/Distribution Supervisor, 1997-1999. Supervised three shift supervisors, inventory coordinator, distribution coordinator, and 15 material handlers over seven-day per week, 24-hour operation supporting 24/7 medical grade packaging manufacturing environment. Increased cycle counting accuracy from 98.65% to 99.98% over 18-month period. Developed and implemented re-design of warehouse, increasing capacity 20%. Initiated and successfully implemented capital project, totaling $75,000, increasing throughput by eliminating over 2,000 pallet moves per year. Charged with responsibility for cost effective and timely movement of $4,400,000 of raw materials, WIP, and finished goods between two facilities, totaling 250,000 square feet. ISO internal auditor.
EDUCATION
NORTHERN ILLINOIS UNIVERSITY, Dekalb, Illinois, M.B.A., Business Administration, 2000
GRACELAND UNIVERSITY, Lamoni, Iowa, B.A., Business Administration, 1992
PROFESSIONAL DEVELOPMENT
SCOR Framework and Project, 2011
AFFILIATION
Warehousing Education Research Council
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