Customer Service Manager

**** ********** *****, *******, ***** Carolina ***10 843-***-**** **************@*****.***

Logistics & Supply Chain Transportation Life Cycle

Highlights of Executive Experience:

Held CEO accountability for a 2,200-driver/truck organization. Headed strategic direction (operations, logistics, staff training, cost savings, and service delivery) forging dynamic transformation and laying the groundwork for endurance.

Motivated and developed a workforce of 135 + members, rallying behind company’s top- and bottom-line goals by communicating objectives and cascading engagement strategies from executives through drivers.

Performed as Director of Operations, in charge of 36% of the company’s overall business development.

Key executive in the explosive revenue generation of $202M while turning over maximum efficiency of 81% operating ratio.

Saved Ready Trucking $317K in driver wages by establishing scheduled lanes for 76 team and solo drivers, netting $125/week less per lane cost.

Aerotek, Inc. (Contracted to Volkswagen Group of America)

PRODUCTION TEAM MEMBER (02/2016 to 01/2017)

Career move to focus on family and to follow my dreams of working in an automotive manufacturing environment.

Detail oriented and the ability to operate quickly and accurately to meet deadlines.

Fast-paced and accurate in the facets of kitting accessory consoles, radiators/condensers, accessory bags, interior trim, and engine kitting.

Desire for personal growth afforded me the ability to learn every job in our work zone within the four months of hire date.

Management skills opened the door to the opportunity to train and supervise peers and work with the SUV start up team.

Ready Trucking

DIRECTOR OF OPERATIONS (05/2012 to 02/2016)

Brought on-board to oversee the restructuring of complete operation and to establish enduring procedures.

Instituted control processes that allow the operation to determine freight and driver needs a week in advance to more effectively reach desired revenue goals and reduce cost.

Increased driver availability from 82% to 93% on a weekly basis, which increased overall revenue and decreased driver turnover. Increased paid miles from 1,820 per driver per week to 2,443 miles.

Strengthened talent through additional training of best-in-class procedures for staff and hiring more desirable managers at on-site locations. Created standard operation procedures for all positions.

Augmented efficiency and recaptured profit growth by consolidating strategies and through logistics problem solving, slashing operating ratio from 102% to 89% on average per sub unit.

Slashed wages .04 cents per mile by way of creative logistics planning, consolidation, and team-based incentives (fixed miles and home-time). Combined and created 76 dedicated network routes.

David B. Hartline Page 2-423-***-**** **************@*****.***

USA Truck, Inc.

CHIEF OPERATIONS OFFICER AND EXECUTIVE VICE PRESIDENT, TRUCKING (07/2011 to 05/2012)

Welcomed to the C-suite team and charged with designing and mounting a transformation strategy to convert from long-haul carrier to a regional operation. Tapped into in-depth knowledge of the transportation industry and adapted best-in-class operations, resource allocation, logistics management, policy making, and process improvement. Transversed into sales holding concurrent accountabilities, leading 11 sales professionals. Gave rise to better decision making by collaborating with Information Technology in the engineering of a new computer software system.

Customer Service implementation process and change initiatives to speed delivery.

Reduced head count 12% with leaner activities dependent on close analysis and consolidation.

Increased profit margin by 1.25% within two months, impacting revenue increase by $5.9M.

Heartland Express, Inc. 03/1997 to 07/2011

Earned 4 promotions from Fleet Manager to Director-level, gaining hands-on expertise in operations, customer service, staff hiring & training with integral role in company growth. Accounted for a $202M of a $505M company operation.

DIRECTOR OF SOUTHEASTERN OPERATIONS (07/2006 to 07/2011)

Designed and launched operations and growth strategy for 4 Southeastern terminals with oversight of 74 office personnel, 1,100 drivers, and $202M revenue per year carrying 36% of company’s total business.

Continued groundwork laid as Operations Manager in support of service excellence. Sustained improvements in staffing, operations, customer service, processes, technology, and logistics management.

Delivered a series of revenue increases per driver of 4% YOY becoming the driving force behind 82% revenue increase.

Coalesce disparate team activities across terminals, streamlining and standardizing processes to support a 98% on-time service delivery and as high as 99.8% with a key customer.

TERMINAL MANAGER, ATLANTA (07/2002 to 07/2006)

Steered the largest terminal in Atlanta with a staff of more than 33 in delivering 18% of the company’s gross margins. Increased driver head count by 34.2%.

Generated a point-by-point action plan to help standardize all operations. Identified need to refocus teams through hands-on coaching and by creating opportunities for personal growth. Drove performance from 4 loads/week per driver to 4.2 loads, surmounting in an additional 97 loads per week.

Served as change agent and decreased driver turnover from 112% to 71% by inspiring cross-functional team training, forming a common framework that led to collaborative consensus across the organization. Cross-training initiative was later adopted company-wide.

OPERATIONS MANAGER (05/2000 to 7/2002)

Delivered on mandate to elevate operations and enhance service levels by rallying a team of 45 drivers behind a customer-focused brand of superior on-time service. Quickly drove enhancements, earning a promotion within 1 year of tenure. Developed change strategy and transformed operations by refocusing teams from front-line employees to executives on ROI through select program development and best practices in project management.

Designed new recruitment strategies to strengthen talent pool. Revolutionized hiring & training strategy molding top-performing fleets, consistently delivered $3,200 a week per driver and met service expectations.

David B. Hartline Page 3-423-***-**** **************@*****.***

OPERATIONS MANAGER cont’d

Engineered new control processes to better manage service failures, thus creating a first-rate operations division out of Atlanta. Progressed to lead fleet management leader due to previous accomplishments.

Served as role model and internal adviser to top management. Conferred and imparted best practices to successfully reduce staff turnover from 48% to 12% and improved on-time freight delivery by 99.3%.

Began career in 1997 as Fleet/Driver Manager making immediate impact, building a respected reputation as a result-producer, and earning several promotions throughout tenure.

Credentials & Professional Development

BACHELOR OF SCIENCE IN BUSINESS ADMINISTRATION

The Citadel, The Military College of South Carolina

MASTER OF PROJECT MANAGEMENT (MPM)

Keller Graduate School of Management, Atlanta, GA

DALE CARNEGIE COURSE: EFFECTIVE COMMUNICATIONS AND HUMAN RELATIONS

Dale Carnegie School of Management, Atlanta, GA

Involvement: The Citadel Alumni Association Volunteer United Sates Sea Cadets ROTC

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