John R. Earwood
*** *********** ***** ********, ******* 30064 ***********@*******.*** 770-***-****
Profile:
Self motivated, result oriented Region Operation Leader with over 20 years experience in 3PL, Third Party Logistics,
multiple location responsibility in transportation, centralized delivery, final mile white glove delivery, distribution and
consumer service industry. Proficient skills in leadership, team building, recognition, change management, P and L
responsibility, developing budgets, process and method improvements, costs reductions, service levels, safety, OSHA
and DOT compliance, advertising, marketing, revenue growth, sales, client relations, recruiting, inventory control,
exceeding corporate expectations and developing high performing teams.
Selected Achievements:
ServiceMaster: Improved service levels 45%, reduced accidents by 25%, increased profits 10%, improved team
member turnover 20%, grew revenue 5% and improved client retention 10%
Estes: Led national program and engaged in building last mile white glove delivery initiative: Hired 200 contractors in
90 terminals to delivery to every zip code in the United States which reduced landing cost by $5 million.
Circuit City Stores: Through change management led the Miami Distribution Center turn around and improved KPIs
to #1 in the country: shipping accuracy: 99.50%, receiving accuracy: 99.95% and service levels: 99.75%. Led and
coordinated relocation of our white goods operation to new 320,000 square foot distribution center from Hialeah to
Weston, Florida which included 250 each 53’ trailers. Designed and initiated the facility and office layout and executed
entire facility relocation without any disruption of service to the Super Stores replenishment or our centralized delivery
operation.
Cardinal Logistics: A key member of the leadership team which grew new division to $100 million in 7 years. Led
and successfully completed 30 start ups throughout the U.S and Puerto Rico.
Home Depot: Led the operation team in developing and designing a new proto-type centralized home delivery
format. I developed and initiated processes, reporting, organizational structure, budget, delivery teams, inventory
control, on time procurement of 500 core commodity products, warehouse layout, systems, service levels, safety
standards, compliance standards, DOT compliance, developed budget, developed and standardized staffing
requirements based on volume. Also, was the first location to install a WMS within Home Depot. Improved cost from
16% to 10% of goods sold while growing business from $40 million revenue per year to $70 million.
Cardinal Logistics: Smith System Driver Instructor: Recertified annually each of the200 contractor drivers in the
region which assisted in reducing BIPD, bodily, injury and property damage by 25%. Recertification also helped
reduced our DOT accident frequency by 15%.
3PD: Initiated and implemented mock DOT audit which exposed opportunities and allowed us to address the root
cause problems to continue our “Satisfactory” Rating.
Education:
Troy University: Master of Science: Management
Southern Polytechnic State University: Bachelor of Science: Industrial Engineering Technology
Professional Experience:
ServiceMaster, SE Region Manager: Atlanta, Ga. 2012 –
Present
• 13 branches representing $12 million annual revenue
• Improved service levels by 45% and reduced claims by 25% by establishing regional safety counsel to engage
our region to help reduce claims and accidents
• Accountable for P and L, budgets, service, safety, compliance, hiring, revenue, costs, payroll, recruiting
training, client retention, team member turnover, etc
• Coaching, developing and counseling leadership team
• Involved myself in all post accident reports in all 13 branches to understand the root cause of each incident
and worked with SE Regional Claims Manager to ensure we worked all to their restrictions.
• Grew revenue 5% while improving bottom line by 10%
• Involved, volunteered and asked to do numerous special projects to assist effectiveness in operation
• Improved Team Member retention by 20% and client retention by 10%
Estes Express Lines, LLC, Senior Logistics Manager: Atlanta, Ga. 2010
– 2012
• Headed and led a team of 5 region managers and administrative staff in effort to roll out the new white
gloves national delivery program in 200 terminals
• Accountable for: service levels, safety, recruiting, P and L, compliance, DOT compliance, equipment
maintenance and utilization, billing, settlements, agent relations, contractor relations, new client relations, etc.
• In additional, was National Account Manager for Lowes which was our largest dedicated delivery account:
client relations, billing, service levels, pricing, store support, contract person for all issues, etc.
3PD, Inc. Director of Operations: Marietta, Ga.
2006-2010
• Accountable for 19 profit centers with $35 million in annual revenue: Clients included: Sears, General
Electric, Home Depot, HH Gregg, Williams Sonoma, Ashley Furniture, Office Depot and Kraftmaid.
• Led and accountable for 20 non exempt and 53 FTE along with 165 contractors/drivers.
• Exceeded service levels, Voice of the Customer, scores: 2007 thru 2010
• Exceeded profit goals by 3% on a goal of 16.80% margin over 4 years
• Worked closely with sales to develop new business: Due to high service levels and improvements through my
direct leadership and management added $5 million in new Lowe’s business in New Jersey. Involved in
pricing, relations, operational assumptions, reporting, regular and effective communication, enhanced scope
of service, etc.
• Accountable and worked to continuously improve: budgets, P and L, safety, service levels, compliance, DOT
compliance, equipment maintenance, payroll, costs, revenue, margins, reporting, communication, turnover,
team building, development of staff, recruiting, coaching, hiring, etc.
• Initiated and started weekly operation calls with senior members for each client we serviced to allow
feedback and immediate resolution to any pending issues.
Cardinal Logistics Management, Inc: SE Region Manager: Atlanta, Ga.
1999-2006
• Accountable for 15 profit centers with $37 million annual revenue. Clients included: The Home Depot, Office
Depot and Weyerhaeuser.
• Led and accountable for 17 non exempt, 43 FTE and 200 contractors/drivers.
• Led and successfully completed 30 start-ups in numerous markets which included: hiring management team,
hiring drivers, acquiring all trucks/equipment, securing an office, training our internal team members and all
client teams, reporting, client relations, pricing, setting up billing, order uniforms/supplies, operational
assumptions, service level standards, safety standards, costs, DOT compliance etc. All starts ups required
being ready within 30-40 days to hit the drop dead start-up date with each client.
• Started up and directly responsible for 11 Home Depot Markets, the most of any region: Won “Carrier of the
Year” for 5 years and “Partner of the Year” 4 years.
• Exceeded top line by 5% for 7 years and bottom line was above plan 7 years: 12.50% margin actual vs
11.25% plan
• Awarded and recognized for superior service and performance by the Board. Was elected and joined the
“Circle of Champions Club” and “The Chairman’s Club”
The Home Depot, Inc: Facility Manager: Atlanta, Ga.
1995-1999
• Led operation in development, implementation and establishing a central delivery service operation to support
21 Home Depot Stores (transitioned all delivery resources from the store to the central delivery operation).
• 5 non exempt, 100 FTE, managed flex volume with temp labor, 40 delivery and tractor drivers, 24/7
operation
• Grew and developed delivery revenue from $40 million to $70 million annually
• Developed and implemented all operational requirements: systems, method and procedures, reporting, KPIs,
productivity standards and measurements, tracking, P and L, cost controls, service standards, safety standards,
DOT compliance, capital assets, equipment requirements. Also, had to develop from ground floor the budget
and present to accounting for approval.
• Established post accident reporting to allow the leadership team to find root cause of each accident/incident to
help avoid incidents in the future.
• Managed all purchasing and inventory control of the 500 core commodity SKUs we stocked which
represented 85% of total sales and product mix. Inventory turns were 22 which was 15% above plan.
• Established and led first 3PL relationship that transitioned 100% Home Depot company delivery drivers to
100% outsource delivery service which improved productivity 30%, improved service levels 25% and
reduced cost 20%
• Developed and was head of the Safety Team to ensure we had a culture of “safety first” to focus on
controllable costs: 4 years with no lost time injury.
Circuit City Stores: Facility Manager
1985-1995
• Facility Manager in Miami, Florida: 320,000 square foot distribution center, responsible for distribution,
transportation and centralized delivery operation. $200 million in annual throughput. 1994-1995.
• Relocated the Hialeah Distribution Center to Weston’s new 320,000 square foot distribution center which
consisted of moving all present product in 250 each 53’ trailers while maintaining our excellent services of
replenishment of all Super Stores, home delivery to all customers and tightly managing our inventory on
moving produce and incoming product directly from the vendor to the new distribution center. I developed
the office and plant layout along with developing the most effective product flow to minimize travel time and
maximize load capacity for replenishment and home delivery product being selected.
• Facility Manager in Tampa Florida: 120,000 square foot distribution center, responsible for distribution and
transportation: Won “Facility of the Year”. $135 million in annual throughput. 1993-1994.
• Home Delivery Manager: Centralized home delivery with 25 delivery teams and support staff: 1985-1992:
Responsible for service, safety, DOT compliance, payroll, inventory control, office staff, truck maintenance
and compliance, ordering and ensuring all teams had proper supplies, etc.
• Author of the Safety article in the monthly corporate magazine, “Coast to Coast”.