Jan W. Williams

**** **** ****** *****

Gulfport, Florida 33707

aczczv@r.postjobfree.com

727-***-****

Senior Operations Executive

Planning – Profit – Productivity

Education:

BS in Business Management - University of South Carolina - Completed

Professional Experience

PODS Enterprises 2014 - 2017

Fleet Manager (2017 to Present)

In-charge of the movement, tracking, and administrational upkeep of all containers at PODS.

Operations Safety & Training Administrator (2014-2017)

In-charge of safety and training for all of PODS employees throughout the US.

Sunshine Retirement- Operations Manager (Details upon request) 2013 -2014

Holiday Retirement – Community Manager (Details upon request) 2012 - 2013

Day Trader Trade Equity and Currency futures Markets 2006 - 2012

Real Estate Investor (Details upon Request) 2004 -2006

Pinnacle Mortgage Group / Broker. Sales and Customer Satisfaction 2003 -2004

UPS - United Parcel Service 1982 – 2003

UPS Operations Division Manager (Managed 719 Employees)

Distinguished career spanning over 20 years of continuous achievement, process improvements, expenses reductions, and staff development. Executive level management responsibilities performed with consistently high level of results in a variety of increasingly challenging assignments. Operational excellence and dramatic results in facility turnaround

UPS Operations Division Manager - Northwestern South Carolina 2001 - 2003

Responsible for 10 operating centers Responsible for entire operation to include sales and customer service 7 million monthly budget- 719 employees

UPS Operations Division Manager - East Tennessee 1998 - 2001

Responsible for 10 operating centers. Responsible for the entire operation including sales, customer service, and cost. 9 million monthly budget with 890 employees.

UPS Operation Center Manager - Tampa Florida 1997 - 1998

Responsible for entire Center operation including production, sales, service, safety, and cost. Responsible for 110 employees.

UPS Operations Center Manager - Greenville, South Carolina 1996 - 1997

Responsible for entire center operation to include production, sales, service, safety, and cost. Responsible for 109 employees. Took from last to first among 26 operating centers in 6 months.

UPS District/Region Process Implementation Manager 1990 - 1996

Was district and Region Team Leader - Implemented District and Region Initiatives to improve service and streamline the process. As well as Implemented 4 initiatives during this time.

UPS District Tractor Trailer Manager for South Carolina 1989 - 1991

Responsible for cost and safety and service in the district of South Carolina for all tractor trailer employees. Responsible for 126 employees.

UPS District Service Improvement Manager/ District Auditor 1986 - 1989

Evaluate state of service and operational procedures and help improve operational functions with existing center teams.

UPS Tractor Trailer Supervisor 1984 - 1986

Responsible for cost and safety of 56 employees.

UPS Center Supervisor 1982 - 1984

Responsible for cost and safety of 26 employees. First management assignment.

Selected Professional Achievements

Improved division’s key performance metrics to record level. “Range of Dispatch” achievement increased from 80% to 95%. Next best division was seventeen percent lower at 78%.

Created, trained, and led highly visible “service improvement team.” Audited service records, analyzed root causes and established new performance standards. Coordinated efforts to gain employee “buy-in” to improve reliability and productivity. Exceeded corporate goals by raising scores from 81% to 91%; three percentage points above expectations.

Designed and implemented communication and response strategies in new assignment to address a four year decline of employee satisfaction scores. Established clear expectations and standards, developed consensus agreement and employee participation, persistently sought feedback, and quickly addressed all issues presented. Relations index improved 23% in one year.

Drove the turnaround of the “Least Best” operation in the district. Hands-on management interventions in operations, safety, production, and service elevated the center to the “best of the best” in only three months.

Initiated and managed comprehensive safety program to reduce an excess of lost worker compensation hours. Clear performance standards, one-on-one training, process observation and remediation, and correctional actions reduced lost hours by 722% and reduced reportable injuries by 1200% in three months.

Generated logistical improvements by reducing unnecessary movements of transportation vehicles and increasing “full trailer” loads. Eliminated five routes, reduced overtime hours by 67%, and improved “pieces per mile” productivity.

Researched work-flow problems leading to repetitive service failures and analyzed solutions to address the root causes. Redesigned processes and work flows, retrained staff, instilled pride in performance and held them accountable to proper procedural conduct. Service failures were reduced by 1050% per day.

Spearheaded the turnaround of a “Least Best” Region’s 256 operating centers. Restructured and redesigned centers’ workflows, documented improvement plans, established priorities and trained managers to address the core problems. Hands-on interactions with management and staff instilled personal accountability, developed individual and team pride, and led staff to take responsibility for improving processes and service on their own. The nine state region improved all performance indices by 2000% and rose to the Top Ten in the Southeast Region.

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