Thomas J. Watkins

Lagrange, GA ***** 678-***-**** ad2lvn@r.postjobfree.com www.linkedin.com/in/thomas-j-watkins General Manager

Engaging, energetic, results-driven servant leader with a high EQ offering expertise in aligning operational initiatives with overarching business objectives to increase productivity, associate engagement, safety compliance, and profitability, elevating an organization’s performance in warehousing / distribution. Analytical, strategic business partner, effective communicator, and problem-solving project manager known for cultivating and maintaining positive, productive relationships to assist with planning, forecasting, leader identification, and innovation. Collaborative, situational manager and Board Leader with demonstrated success in serving as a role model for outstanding execution of policies and procedures and delegation while recruiting, training, directing, and developing top-performing talent to continuously identify opportunities to improve operational effectiveness, streamline processes, and drive sustainable growth to consistently produce results that meet or exceed expectations. CORE COMPETENCIES

Energy and Drive Relationship Building Continuous Process Improvements Forecasting Reporting Project Management Mentoring Results Oriented Influence Quality Assurance Associate Engagement TECHNICAL PROFICIENCIES

SAP Quick SAP BI Center Snowflake PAW Analytics Requirements Assessments Troubleshooting Risk Identification / Mitigation Compliance KPI’s Legal / Regulatory Guidelines Microsoft Office-Word, Excel, PowerPoint, Outlook, Access, Teams

EXPERIENCE

PETSMART DISTRIBUTION CENTER, Newnan, GA January 2011 – November 2023 General Manager, June 2021 – November 2023

Responsible for providing strategic direction, implementing initiatives and providing solutions to improve performance within the building.#1 ranked facility in the network in shipped cube and total deliveries. Executed Multi-Site leadership managing 2 off site yards and 1 off site Flex building.

● Transformed the culture by removing the contractor population, achieving a 100% FTE population. o Attained a 17% improvement in productivity

o Most Referrals in the network in FY22 with 282. Recruiter of the year for 2 consecutive years. 75% retention rate with referrals.

o Implemented All Spanish Orientations- 85% retention rate and 4 week learning curve vs 8 week. o 43% reduction in overtime usage. No Mandatory Overtime o 99.56% Accuracy Rate

● Elevated store partnerships by pioneering having listening sessions with all MIL’s in the Southeast. o Region led the company in reverse logistics with pallet and corrugate returns, securing a 335% improvement year over year in corrugate and an 80% improvement with pallets. 385K favorable impact to budget.

● Green in 7 out of 7 KPIs on the Distribution Dashboard, performing at 105.7% to goal. o Delivered an exceptional safety performance at 2.27 TIR Rate. Best in Network. Claim Cost down 330K year over year.

o 45% improvement in IB Speed, 57 average hours on yard. Improved instock position in stores and DC Fill Rate.

● Led building expansion, WM 18 Upgrade, and executed the largest IT refresh in the history of the company. o Added 25% capacity available locations in the facility. o Improvement in associate experience as capacity constraints and system issues were top mentions during listening sessions.

● Led Back to the Basic’s Project Team creating an Operational Process Audit in Q-Walk Environment.

● Spearheaded Big Box Experience with a 1.1M square foot facility with 435 FTEs and 41 members of leadership.

● Recognized as Best in Class with succession planning, driving a network initiative. Assistant General Manager, September 2014 – June 2021 Exercised strong motivational, interpersonal, and communication skills to improve operational efficiency.

● Serve as the DC Lead for the 2014 Be the Difference Campaign, increasing participation by 27% over the previous year. Secured a 23,000 year-over-year improvement, the largest margin in the network.

● Drove a culture transformation from a compliance-based culture to a commitment-based culture. o 49.1% turnover rate in 2019, best in the history of the building.

● Streamlined container tracing by increasing frequency of updates and including more relevant PO information to assist DC’s with planning. 3.5M in savings for the network.

● Guided the DC Support Visit Project Team.

Established a DC / SSG Project team to convert a DOR process into a DCSV process.

Used 2015 goals to define applicable and measurable metrics to track progress.

Created a structured data-gathering process for the DC on-site visit.

Created a feedback and reporting mechanism to provide visit results.

● Championed the Damage Task Force Project team.

● Gained visibility of all item removal activity by creating a structured data-gathering process.

● Created feedback and reporting mechanisms to provide to all DC Associates and Leaders.

● Championed a damage reduction plan that focused on high removal activity items being isolated to an area of high visibility, securing a 28% reduction since project completion.

● Championed a process that captured $100,000 in annual savings.

● Oversaw the Pick Break Standardization Project, maximizing picked density.

● Significantly elevated operational efficiency and effectiveness by enhancing inventory accuracy.

● Chosen as the Ethics and Integrity Champion for the facility.

● Won the 2018 Leadership Brick Award.

Thomas J. Watkins ad2lvn@r.postjobfree.com Page 2 DC Services Manager, June 2013 – September 2014

Improved slotting optimization by soliciting associate feedback and through direct observation of pick paths.

● Executed the largest reset in the history of the company.

● Secured People Pulse results that were 17% favorable in comparison to 2013 in DC Services.

● Implemented Plan to Win Board to enhance information flow to assist with labor planning with Planner marks out performance in 2014 trending 4% favorable over 2013.

● Mentored and developed 2 direct reports to be promoted.

● Identified and resolved key process opportunities to improve operational effectiveness through lean initiatives.

● Streamlined the slotting process by introducing SAP to all Profilers to assist with Location Management.

● Implemented the Cubiscan process, providing a positive impact on pallet / corrugate usage across the network.

● Managed the execution of numerous critical projects through completion. Outbound Operations Manager, March 2012 – June 2013 Developed sound operation plans which contributed to On-Time Performance to the stores.

● Led the highest-performing shift in terms of UPH and efficiency.

● Served on the Associate Engagement Committee, soliciting feedback from associates on ways to improve morale.

● Maintained appropriate staffing levels in all areas. Order Fill and Shipping Supervisor, January 2011 – March 2012 Increased the adherence process through associate education and consistent accountability.

● Improved productivity by over 15% during this timeframe.

● Implemented a planning tool to assist with manpower planning.

● Effectively engaged associates and noticeably improved associate morale. SEARS HOLDINGS CORP, Forest Park, GA August 2008 – January 2011 Department Manager, Outbound Operations, February 2010 – January 2011 Changed the staffing model to gain balance between two shifts in terms of throughput because 40% more volume was being processed on the first shift which was leading to excessive downtime due to system constraints.

● Accomplished network-leading metrics in both areas with an over 25% increase in productivity during this time frame.

● Implemented a best practice of wave processing by leaving picks in the order well to build density, increasing cases per task by 10%.

Department Supervisor, Orderfill, August 2008 – February 2010 Oversaw and managed all daily operations, including administration duties, shift closeout procedures, equipment accountability, and freight accountability.

● Developed and implemented new process improvement strategies to increase productivity and customer service, achieving a 38.4% productivity improvement from 2008 to 2009.

● Created and implemented several associate engagement projects. EDUCATION

Bachelor of Business Administration (B.B.A.), Logistics and Intermodal Transportation Georgia Southern University, Statesboro, GA

VOLUNTEER AFFILIATION

YOUNG PROFESSIONALS OF COWETA, Newnan, GA June 2017 – June 2021 Board of Directors

Jumpstarted the program along with 4 other board members.

● Selected as the 2017 National Chamber of the Year.

● Established $25,000 in sponsorships from multiple organizations during the first active year.

● Hosted bi-weekly networking events for young professionals.

● Orchestrated quarterly educational events for professional development.

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