Exp GM, Iron Mountain, FedEx, G&K Svcs MBA, P&L & multi site resp.

Joe Arabis

*** **** ***** **. 931-***-****

Columbia, TN 38401

********@*****.*** www.linkedin.com/in/jarabis/

SUMMARY

Dynamic Logistics and Supply Chain Operations leader with demonstrated

success driving bottom line growth in consumer service and distribution

organizations. Experience leading operations as large as $25M in revenue,

at up to 15 locations, with up to 9 direct report supervisors and up to

200+ front-line employees. Strong track record reducing costs and

increasing profitability through exemplary strategic planning, operational

restructuring, effective team building and hands-on management. Dedicated

to building and motivating cross-functional management teams that surpass

expectations.

Operational management Driving turnarounds Cost control

Multi-site operations Material distribution Business analysis

Market expansion Process re-engineering Planning & forecasting

PROFESSIONAL EXPERIENCE

Iron Mountain - Boston, MA 2006-2013

A leading provider of storage and information management services; records

storage & management, data backup & recovery, document management and

secure shredding.

General Manager - Transportation, Big South Territory (2006-2013)

Responsible for all transportation operations and financial performance;

P&L responsibility for $25M in transportation-related revenue. Managed

staff of 175, fleet of 160 vehicles, 15 department operations managers

across Atlanta, Nashville, Memphis, Knoxville, Chattanooga, Birmingham, New

Orleans, and Baton Rouge.

. Partnered with 4 peer market GM's (Georgia, Tennessee, Alabama,

Louisiana) and their direct report teams to ensure transportation worked

seamlessly with Records Center and Vault operations, and all production,

revenue, customer satisfaction, quality, and profitability goals were

met.

. By achieving best Overall and Financial performance as a GM team, chosen

with 3 peer GM's as the North American Operations Territory of the Year

in 2009, out of 28 Territories; in 2nd place in 2013. Also, had the Best

Performing Transportation Market in North America; Memphis

. Produced top-1/3 stack ranked performance in Operational Excellence

Program for Service, Production and Quality, for 5 straight years:

o Coached front-line supervisors on how to help drivers achieve their

goals, and provided tools to identify best and worst performers,

coach underperforming drivers, and reward the best.

o Put a territory-wide contest in place to add fun to the process.

o Provided regular feedback on team performance and guidance for

improvement.

. Named as a Charter member of the NAO Transportation Synergy Value Team,

2009-2010, one of a few select GM's chosen to enhance positioning of the

division in corporate strategy and to advise upper management on

operational issues and proposed changes.

G&K Services - Minneapolis, MN 2004-2005

The third largest uniform rental provider and industrial laundry service in

the United States.

General Manager, Hartford, Boston & Providence Markets

Responsible for all operations (including general ledger, revenue stream,

sales, customer service, production, collections, merchandise; $9.4M annual

revenue), reporting to Eastern Region VP, managing staff of 140, 7

department managers and direct reports across Boston, Providence, and

Central New England.

General Manager, Hartford, Boston & Providence Markets (continued)

. Drove major turnaround of an acquisition business, in a union environment

(Teamsters and Unite), having been recruited for the leadership role

based on success leading turnaround with FedEx Express.

o Quickly learned the business and recruited corporate advisors and

upper leadership to map out a plan for success, and ensured the

right leaders were in place, replacing 2.

o Met with department heads to plan step-by-step for success in their

departments.

o Directly communicated goals, plans and actions required to

frontline employees.

o Saluted progress, provided regular feedback on results, and adapted

plans when needed.

. Implemented service level and performance goals and stringent quality

standards, producing:

o Reduced driver turnover significantly, and Operating Loss by 30%,

year over year.

o Improved production quality and productivity levels, from worst in

company to within 5% of benchmark, and turn-around of accounts

receivable results, going from worst in company to achieving

corporate benchmarks.

FedEx Express - Memphis, TN 1984-2003

The largest subsidiary of Federal Express

Senior (General) Manager, Downtown Atlanta Market (1999- 2003)

Full P&L responsibility for major market ($20M annual revenue, $6M

operations budget). Managed 7 direct report operations managers, and 110

frontline drivers, office staff and handlers.

. Awarded Station of the Year for Southeast (Atlanta) District FY2000.

. Guided organization through soft economy and recession following the

dot.com bubble in 2001 and 9/11, reducing headcount and expenses 40%

while revenue was declining 30%, leading downsizing through attrition by

partnering with engineering and frontline managers to combine routes and

shrink operations in every area to match decreasing workload, while

working with sales to grow business.

Senior (General) Manager, South Bend, IN Market (1996-1999)

Managed region ($15M annual revenue, $10M budget) halfway to Chicago,

Indianapolis, Detroit and Kalamazoo, 2 satellite stations in MI and IN, and

AM/PM Ramp operations; 200 on frontline team.

. Successfully turned around the worst performing operation in the

Heartland District, establishing it as the Station of the Year for the

district the next 2 years in a row. Leadership focused on:

o Improving leadership skills of operations managers by professional

development.

o Ensuring employee concerns were heard and addressed.

o Ensuring all employees were fully trained, aligned, understood our

business strategy and their personal goals.

o Creating a winning culture, celebrating accomplishments.

. Targeted the growth of the Michigan City, IN market through a focused

sales and service improvement plan. The result:

o The market grew so rapidly that within 2 years, a satellite station

was built, split off from the Benton Harbor, MI and South Bend

stations.

o Established Michigan City as a major stand-alone location, with 3

operations managers, and 60 frontline drivers, handlers and office

staff.

Senior (General) Manager, Evansville, IN Market (1989-1996)

Held full P&L responsibility for $10 million per year in revenue and $8

million per year in expenses. Managed geographic region halfway to

Indianapolis, St Louis, Louisville & Nashville, as well as 3 satellite

stations in Owensboro, KY, Elizabethtown, KY, and Jasper, IN.

EDUCATION

MBA - General Management University of Southern Indiana - Evansville, IN

Contact this candidate