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Manager Training

Florida, United States
October 11, 2016

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*** ****** *** *****, ***********, TX 76085

719-***-**** (Cell)

Corporate Experience:

Schreiber Foods Stephenville, TX

April 2015 to Present

Distribution Center Manager

Leading all logistical facets of a 24/7 warehouse and distribution center operation, which includes all inbound/outbound operation and internal product movement for production. Also responsible for the oversight of 2 off-site 3PL’s. Direct reports of 5 supervisors and 60 hourly partners.

• Nominated for the President’s Award of Excellence after 4 months of service for driving down cost, increasing department morale and leading a zero safety incident culture.

• Developed a company wide WMS system fix to ensure accurate CHEP pallet counts on outbound loads, saving $325,000 in one year.

• Saved $125K on a new roof project by approaching the scope of work with common sense and experience from previous projects and food safety experience.

• Decreased turnover by 50% and OT by 30% within the first 90 days after evaluating staffing needs and partner performance.

Golden State Foods Lexington, SC

April 2013 to April 2015

Warehouse Manager

Responsible for leading all facets of a 24/7 warehouse environment, which includes receiving, ordering picking and loading operations, that services over 500 McDonald’s restaurants. Direct reports of 4 Supervisor’s, 70 Warehousemen, 4 sanitors and 2 maintenance techs with an annual volume of 17,000,000 cases and a budget of $10 million dollars.

• Filled the role of Interim Operations Manager and Transportation Manager while the position was vacant for 12 months. This increased my overall responsibility to include 4 Transportation Supervisors, 90 drivers and a fleet of 60 trucks and refrigerated trailers that travel 5 million miles a year, with a budget of $17 million dollars.

• Product loss and damage was twice the budgeted amount for the year. I led a damaged reduction campaign for the Warehouse, which resulted in a 50% decrease in damages, saving over $30,000 in 5 months.

• The warehouse had numerous late departures on a weekly basis, which was causing the delivery trucks to be late to their store appointments. To increase on time delivery, I modified shift start times. This increased our on time delivery rate, which was a driving factor for the DC to receive the highest customer satisfaction survey rating in recent years.

• Decreased the number of OSHA recordable injuries from 14 in 2013 to 2 in 2014. This was done through training, proper staffing/scheduling and accountability.

• The DC received one of the lowest associate survey scores in facility history and morale was at an all-time low. I created a team based schedule which increased morale and accuracy through better engagement by the staff. The increased accuracy allowed us to receive a 9 cent case mark up or $495,000 for the remainder of the fiscal year.

• Warehouse incentive payout was 20% higher budget plan. As a team we decreased warehouse incentive payout by 20% through training and accountability. However, we maintained the same level of performance, which is 3rd in the entire McDonald’s system. The reduction saved the department $50,000 annually.

General Mills (Sold to ARYZTA in 2012) Vinita, OK

January 2007 to April 2013

Shipping, Receiving and Safety Manager

Responsible for leading all logistics, safety and environmental operations in a 24/7 environment, to include planning/forecasting, raw material ordering (SAP software platform), scheduling, receiving, inventory control, palletizing, warehousing and shipping for Subway. Direct reports of 1 Supervisor/ planner, one purchasing agent and 15 hourly team members for a 6 million annual case volume facility.

Promoted from Production Supervisor to Logistics Supervisor and Safety Manager in May 2008.

• Promoted to Logistics Manager/Safety Manager in September 2008.

• The facility was sold and reorganized 4 times in 3 years. I led the department during two SAP system transitions for raw and packaging materials, warehousing, transportation and safety for the two buy outs in 18 months.

• The facility struggled to meet planned production which caused preventive maintenance and sanitation to decrease, and production to run overtime and less efficient. I revised both the production and training schedules to gain back more days of production, maximize sanitation and maintenance schedules, which in turn provided a better work life balance for all employees.

• OSHA recordable injuries had been averaging 8 per years and our workers compensation costs continued to increase. I helped drive the lowest ever OSHA recordable rate in plant history (1 ORI in both 2009 and 2010) through training, meetings, awareness and accountability. We also achieved the lowest workers compensation dollars spent in 2008 spent while owned by General Mills.

• The facility was not meeting performance objectives and the workforce was not engaged. I led the implementation of a Daily Management System, which tracked shift KPI’s by the floor associates. The associates became involved in the day to day production system performance and this contributed to a $780,000 system performance increase annually.


May 2004 to December 2006

Warehousing Department Group Leader

Pueblo, CO Regional DC is 1.3 million square feet, serving 56 stores and employs over 600 hourly team members, with weekly average volumes of 500,000 cartons sent to stores. Lead and develop a team of 40+ warehousing team members, training partners, and administrative assistants’ to meet daily production goals.

• DC was going through a 9 month union campaign. One department was the center of the activity. I was recognized as a leader for building strong teams within the DC, and preserving the companies view on being union free. I was transferred to the troubled department. While there I increased productivity, saving the company over $40,000 in the 1st quarter 2006 and managed to help keep the union out.

• Chosen to be Department Annual Inventory Leader in 2005. Achieved 100 percent effectiveness ratings on all supply metrics, including internal customer-supplier satisfaction. If we had not achieved such a high rating we would have had to such down the DC for a full physical inventory, and disrupting all business operations.

• Lead department staffing strategies by evaluating existing and projected headcount needs based on anticipated volumes; interviewed external candidates and ensuring all new hires completed their orientation and training modules with schedule time lines.


November 2001 – May 2004

Production Manager

Managed the production and quality of all cooked products in a 24/7 operation. Coached and mentored two direct supervisors and 62 hourly team members in an effort to improve quality, efficiency and safety metrics.

• The company was on probation status with YUM Brands. I was hired to change the operations and follow YUM Brand procedures and guidelines. We received the “Most Improved Supplier” and “Star Quality Award” within 18 months. Received an average rating of 98.5 percent on YUM brands audits and 98 percent on food safety audits.

• Productivity was flat and customer complaints were on the rise. I increased training, expectations and a deliberate team member awareness campaign. The result was a 5 percent productivity increase, which increased monthly profits by $30,000. Customer complaints were also reduced by 40%.

• Instrumental in the start-up of 5 new products, which included managing the training and role out of the new product and processes from supervisor level and down.

FRITO LAY Jonesboro, AR

January 2000 – October 2001

Production Supervisor

Managed all daily activities on a shift for the Potato Chip and Fried Cheetos processing lines, in the newest, state of the art production plant with 6 production lines. Employed 800 team members, with continued expansion plans. Reported to Department Manager and had 10 direct hourly team members reporting to me from two departments..

• My shift had the newest team members, so they lacked all the skills to perform to standard. I coached and trained team members to improve shift department efficiency, which was raised over 10 percent, saving over $100,000.

• Planned and coordinated the start-up of two new product lines for the Potato Chip department, along with redesigning the Cheetos area.


U. S ARMY First Lieutenant (P) (1995 to 1999)Honorable Discharge. Ordnance Officer specializing in maintenance management, logistics and supply chain. Responsible for leading in the safety, health and welfare of 7 Non Commissioned Officers (supervisors) and 110 soldiers.



B.S., Criminal Justice, 1995

Professional Training:

Army Ordnance Officer Basic Course (1996)

Continuous Improvement Certified Trainer, Frito Lay (2000)

SPC Control Charts and Process Control Training, YUM Brands (2003)

Quality Systems/Food Safety Audit Training, YUM Brands (2003)

Warehouse Technical Business I and II, Target (2004)

Process Safety Management/Risk Management Programs Training Garden City Kansas (2010)

Freezing Technology of Frozen Dough from AIB International (2010)

HAZMAT Awareness Level Training (2010)

Food Defense Training from Oklahoma State University (2011)

HACCP Certification from Oklahoma State University (2012)

ISO 14001 Certified Auditor (2013)

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