Executive Summary

Performance driven executive whose leadership, strategies, management style and vision engage employees and creates success.

Professional Experience

TOMRA North America-Albany, NY December 2012- Present Vice President of Operations

Promoted to Vice President of North American Operations responsible for all North East operations and logistics center comprised of 8 business Units and $110 million in revenue

Currently oversee 8 plants and transportation facilities across the northeast with a team of 7 transportation managers and 8 plant managers responsible for 200+ employees

Led successful implementation of New York City business unit including all operations, customer relations, distributor relations and negotiations, loss prevention, retail sales and budgeting

Successfully negotiated contracts with 5 of the largest New York City distributors

Led acquisition and integration teams for major material handling business in the North East

Implemented logistics change which saved $250K annually at newly acquired business

Increased revenue by $600K and EBITA of $550K through value adding to commodities

Introduced driver management tool which improved labor savings by $500K annually throughout North East

Increased driver and plant productivity 10% YOY

Designed and implemented North East transportation and processing safety programs; 50% reduction in claims YOY

Employee satisfaction survey ranked division 10+ points higher compared to other business units

Increased value of plastic commodity by $.08/lb.; $640K annual impact on net profit

Liaison for Ryder to oversee and manage fleet of 110 leased power units over 1000 dry van trailers as well as manage Ryder Dedicated Services

TOMRA of North America – Shelton, CT June 2010-December 2012

Regional Director of Operations & Customer Service

Directed activities of operations and customer service with full P&L responsibilities for 5 business units and $27 million of annual revenue

Developed revenue outside core business that contributed $300K to bottom line

Trained and managed 5 managers and 92 front line employees which reduced overall labor 12%

Negotiated pricing, implemented, structured and maintained 120 additional accounts with 1 million cases of new volume

Successfully coordinated and managed the closing, movement and reopening of 2 business units with new staff in November of 2010

Trained 4 customer service representatives and implemented standard operating procedures which directly impacted operations bottom line

Wrote, designed and produced “Mangers Reference Guide” on the daily execution of a business unit

Served as member of corporate management teams on special projects which included safety, finance, IT and operations

Reviewed analyses of activities, costs, operations and data to determine division progress towards stated goals and objectives

Created and implemented “Accounts Payable Tracking” which directly impacted bottom line at all business units

Developed and implemented company training program for new employees

Implemented safety councils at all business units; contributing to 62% reduction in accidents and injuries versus previous year

DOT and OSHA compliant

Nestle Waters North America– Hauppauge, N.Y. August 2005-May 2010

Unit Leader

Inherited organization with $1.6 million of debt, no processes or procedures, inexperienced management staff and front line workforce

Responsible for 25 route salesmen covering all territories on southern Long island

Full P&L responsibility of business unit with 10,000 customers and $13 million in annual revenue

Net profit increased from $568K in 2006 to $2 million in 2008

Labor reduced 20% in 2008 versus 2006; volume increased by 6% over that time

Reduced power units from 31 to 24; $150K in annual savings

Total COGS reduced by 24% in 2008 versus 2006

Developed “Supply Revenue Tracking” which increased revenue by 400%; $120K direct impact on annual profits

Improved employee turnover rate 50% to 5%

Elevated on time service from 78% in March 2006 to 98% where it remained through May 2008;

Trained all management personnel and front line employees

Implemented “Smith System Defensive Driving Training” which was adopted by corporation; program reduced accidents and injuries by 46%

United parcel Service– Maspeth, NY September 2003- July 2005

Preload Manager

Responsible for daily loading for a fleet of 300 trucks

Coordination of over 50 inbound trailers nightly

Increased nightly productivity from 86PPH to 93PPH from 2003-2005

Implemented daily scan of any pkgs. left in building to maintain customer visibility

Oversee 7 FT supervisors 20PT supervisors and 155 employees

United parcel Service - Maspeth, NY February 1997- September 2003

Operations Manager

Managed 61 drivers and 4 supervisors covering Queens, NY

SPORH (Stops per on road hour) increased from 10.4 to 11.1 from 2000-2002

Maintained >99.5% service rating for on time delivery

Responsible for pickup and delivery operations in LIC, Astoria, and Sunnyside, NY

Designed bids and routes for entire center

Trained and assigned management personnel on standard operating procedures

Successfully negotiated and implemented 2 union contract negotiations.

Education

University Of Villanova 1996

Bachelor’s Degree Accounting

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