RICKY “Ric” L. MILLER ***** Amara Drive

Chesterfield, VA 23838

adt9y3@r.postjobfree.com

774-***-****

PRIVATE INDUSTRY EXPERIENCE:

First Command Financial Services

Financial Advisor• Heart of Virginia District • Colonial Heights, VA Aug 2017 to Nov 2022

Worked collaboratively with my DA and other advisors within our team, we focused on the mission of the district, increasing the market penetration on Fort Lee each year, truly embracing the lifelong service we provide to our military clients by starting them at the beginning of their careers. The impact of these efforts will be felt across the entire Army community, as these young leaders share their positive experience in becoming a client and refer their soldiers for years to come. As an advisor, and as part of the Heart of Virginia team, we accomplished:

Key Statistics:

Presidents Medallion 2022, 25 NCC’s

AAC 2021 35 NCC’s

Recruited two new advisors 2021

New Advisor of the Year NE 2020

Summit Medallion, 2020, 49 NCC’s

Fast Start Advisor of the Year NE 2019

Summit Medallion, 2019

IC October 2018, 35 NCC’s

Georgia Pacific

Purchasing Stores Manager, Crossett Arkansas Paper Mill Jan 2014-Feb 2017

Responsible for the safe, efficient and effective management of a diverse team of 20 salaried supply management professionals and hourly storeroom employees tasked with the day-to-day supply management functions in purchasing, contracting and repair parts/storeroom operations for one of the largest paper mill operations in North America.

Accomplishments included:

Member of the senior site management team responsible for the safe, efficient, effective, and optimized operation of a multi-line manufacturing operation.

Significant safety, work process, and facility improvements to a 350,000-square foot dilapidated warehouse with aged, ineffective and inefficient material handling equipment and processes. Implemented significant improvements to the pallet racking and warehouse organization to improve pick safety while at the same time reduce rack loading concerns.

Implemented facility lighting upgrades for over 2.3M square feet of warehouse space as well as all exterior lighting utilizing industry energy incentives to finance over 50% of the upgrade costs. Upgrades included LED lighting with motion detectors resulting in 33% improvement of light quality and 60% savings in electrical costs.

Established a Vendor Managed Inventory (VMI) program for 24/7 availability of commodity and safety/PPE (personal protection equipment) materials with improved accountability and reduced Total Cost of Ownership (TCO) by 35%.

Established and implemented Standard Operating Procedures and safety and work standards to facilitate storeroom personnel working safely, effectively and efficiently while managing and lowering risk to themselves and the materials they were charged to manage.

No departmental lost time or OSHA recordable incidents, reversing the previous department safety history.

Directed and coordinated shipping, receiving, distribution, warehouse, and supply chain functions and programs which included purchasing and contracting of parts and services required to support day-to-day operations as well as five major outages per year and management of a warehouse with more than $33M in assets and annual department/mill budget in excess of $140M parts and services.

Significantly reduced risk exposure to material handling, operations and delivery personnel and improved in-stock and availability of repair parts to support scheduled and emergent repairs by upgrading processes and material handling equipment.

Established and monitored key performance indicators and metrics for supply chain planning and forecasting, and implemented changes as required based on findings.

Developed a disaster recovery and business continuity plan.

Facilitated the development and management of key suppliers which included periodic supplier capability assessments and site visits. Created an evaluation matrix with monthly reviews of 6 major suppliers; quarterly reviews for all other suppliers. This process significantly improved supplier performance, reduced supplier cost by 11%, reduced stock outs by 8%, and facilitated eliminating poorly performing suppliers. Realized over $500K in annual savings.

Established monthly supply chain performance reviews to site management team. This significantly improved communication of issues and established and reviewed expectations and operational performance of department, significantly improving the department’s support of the mill.

Entergy Corporation

Materials, Purchasing and Contracts Manager, (MP&C) Pilgrim Nuclear Power Station Sep 2008-Dec 2013 Responsible for the management of the materials and services required to support the day-to-day operation of a 700 Megawatt Nuclear Power Plant. In addition, key player in the management of parts and the processes to support biannual refueling and overhaul availabilities that entailed the utilization of 650 site personnel plus 1500 contracted workers performing in excess of $150M of preventative emergent repairs in a 30-35-day period. Direct oversight responsibilities included on site warehouse with over $34MM inventory, buying, contract and warehouse staff to support operations. In addition, coordinated resource and work distribution with headquarters buying and management team out of Jackson, MS.

Accomplishments included:

Reversed a four-year adverse safety trend by going back to basics; establishing a robust training and management oversight program, daily stand-up supervisor and manager meetings, weekly safety and associate open forum meetings to discuss issues and develop solutions/improvements. No lost time, safety or OSHA recordable injuries for 52 months.

Significant improvements in the Performance Indicators (PI) that evaluate site effectiveness and productivity. Pilgrim was 9 of 9 when I accepted the position. Within one year, our site was consistently in the top 1/3 of all sites, and regularly 1st or 2nd. Moved overall PI from a score of 46% in November 2008 to 86% in Nov 2012. Under my direction, the Site’s supply management department set new performance standards for Material/Contract Outage preps for the Entergy Nuclear fleet. Reduced average emergent part acquisition time during outage to 1.38 day, compared to previous fleet best of 2.46-day. Total emergent parts required during the past Outage 61 compared to previous fleet best of 128. A significant improvement was achieved in the department due to a cultural/departmental paradigm shift to a customer centric organization.

Set the standard for the Entergy nuclear fleet for safety and energy innovation and improvements; introducing and implementing many safety upgrades including: safety equipment VMI program, reflective/florescent taping for safe path during operations and power outages, fleet standardization for safety items (i.e. glasses, gloves) magnetic lanyards for working isle designation.

Implemented new standards for material handling equipment, with significantly improved capabilities and safety characteristics. These standards were implemented across all Entergy Nuclear sites.

Facility upgrades to improve safety and operational effectiveness including new loading dock area removing legacy safety issues, new receiving and issue offices to improve habitability and working environment for the MP&C team and their ability to serve their customers, upgraded equipment including parts pickers, forklifts pallet scales and staging areas.

Department was undermanned for a significant period due to department/team work environment when I came on board with 20% open positions and several positions filled by personnel lacking the required skill sets and/or training and experience to be effective. Found positions outside the supply management organization for two associates based on their training and experience and filled 6 key positions getting the department to 100% manning. The two associates moved were extremely happy with their new positions and the new associates hired became effective and integrated members of the MP&C team.

The Reynolds and Reynolds Company, Dayton, OH

Purchasing Manager, Global Purchasing and Supply Chain Management Sep 1998-Sep 2008

Responsible for the development of supply chain management concepts, develop and implement strategic operational and cost saving initiatives, manage teams and lead negotiations for numerous agreements for the procurement of goods and services in such areas as: telephony, travel, wireless services, contingent staffing, office supplies, networked printer solutions, and embroidered soft goods.

Accomplishments included:

Consistently generated hard savings of $1.5 - $3.4M annually and additional soft savings for the Company and key suppliers.

Negotiated and implemented a Vendor Management Solution (VMS) for the company to manage more than 175 contingent staffing personnel including SAP implementation support, with an annual budget of $15M, realizing over 15% savings, equating to $2.25 million annually.

Negotiated and managed numerous telephony contracts to support more than $12M in network and LAN line telephony annual spend, developing and implementing new technology strategies to improve capabilities and reduce costs.

Negotiated and managed numerous wireless technology provider agreements with an annual spend exceeding $2M. Integrated new strategies and technologies that improved service offerings including: pooled voice plans, data air cards, Blackberry and smart phone technologies.

Managed Company office supply program. Negotiated and managed the migration to three different office supply providers (Staples, Office Max, and Corporate Express) to provide office supplies for our office facilities as well as over 1200 virtual office personnel. This included implementing several online initiatives to facilitate the day-to-day operations of our organization. Over this period reduced the total cost of office supplies for the company by 27%.

MILITARY EXPERIENCE:

Supply Management Department Head, USS CONOLLY DD-979 Nov 97 – Sep 98 Responsible for total operation of Supply Department which includes maintaining a repair part inventory of 20K+ line items valued more than $30M, day-to-day operation of food facility providing up to 1K meals per day, disbursing operation which maintains pay records of 260 crewmembers, and services division which maintains and operate the ship’s retail store, laundry, barbershop and vending machines. Also, responsible for numerous collateral duties including Hazardous Material Coordinator, Postal Officer, Helicopter Control Officer, and member of Damage Control Training Team.

Awarded Navy Commendation Medal for superior performance of duties exemplified by Supply Department’s OUTSTANDING grade of 94.9 on Logistics Management Assessment (LMA).

Directly supervised 46 Supply Department personnel responsible for feeding, well-being and morale of 240 assigned personnel.

Utilized Total Quality Leadership “TQL” approach, assessed customer’s acceptability of meals and modified menus accordingly

Key coordinator of the disposition of all accountable materials through the ships decommissioning process.

General Manager Base Retail Operations, Naval Air Facility (NAF) Atsugi, Japan Jan 95 – Sept 97 Responsible for managing $20M year annual sales retail/service operation. Maintained $6M inventory for 6 retail facilities totaling over 225K square feet of floor space. Managed day-to-day operations of a 180K sq. ft. warehouse distribution center. Managed 88-room hotel (Navy Lodge), fleet of 30 rental vehicles, two gas stations, vehicle repair shop, two video rental locations, flower shop, film development shop, laundry/dry cleaning facility, three restaurants and a vending operation that averaged over $1M in annual sales.

Turned over $3M+ profit to Morale, Welfare & Recreation (MWR).

Greatly improved physical aspects of all operations by completely renovating all retail floor space. Established new standards for customer service, vastly improving customer’s perception of Atsugi NEX.

Established numerous new business operations including a fast food restaurant in the air terminal, a 24-hour vending lunchroom for air crew/maintainers, laundry mat, and bicycle repair facility.

Progressively managed over 220 multinational employees ensuring NEX provided resources they needed to effectively accomplish their jobs.

As a result of my direct leadership, Navy Exchange Atsugi was recognized as the first runner-up for the NEY Award for 1996 (Best Overall Operation).

President of Naval Air Facility Atsugi Mustang Association (Volunteer fraternal organization) which rose over $50K for the Enlisted Education Fund, which was utilized to assist over 125 base enlisted personnel attain their educational goals.

General Manager Base Retail Operations, Naval Station, Annapolis, Maryland Jul 92 – Dec 94

Responsible for the overall operation of $8M in annual sales retail/service operation. Directly supervised 80 civilian employees, and maintained $1.2M inventory for 4 retail facilities, gas station, flower shop, optical shop, barber/beauty shops, food operation, video rental and vending operation.

Successful in turning losing operation into a profitable one by eliminating losing business practices and taking control of payroll and operating costs.

Project Manager for construction of new gas station and complete renovation and consolidation of mini-mart and liqueur store. These two projects greatly improved customer accessibility and increased sales by 25%.

As a result of my direct leadership, and the hard work of Team Annapolis NEX associates, NEX Annapolis was recognized as the first runner-up for the NEY Award for 1994 (Best Overall Small Store U.S. Operation).

Awarded Navy Achievement Medal for the superior performance of duties exemplified by improved facilities and customer service for all utilizing Annapolis NEX facilities.

EDUCATION:

Masters, Business Administration (MBA)

University of Phoenix

3.78 GPA (2006)

BS Personnel Management

University of South Carolina

3.48 GPA (1988)

Masters, Public Administration (MPA)

University of Oklahoma

Completed course work, no degree

3.50 GPA (1997)

CERTIFICATIONS:

Chartered Financial Consultant ChFC October 2022

Series 7 2017

Series 66 2017

Certified Professional of Supply Management CPSM 2008

Pacesetters Core Management and Advanced Leadership Courses 2004

Certified Purchasing Manager certification C.P.M. 2001

Numerous Navy engineering, supply management certifications and designations

PROFESSIONAL DEVELOPMENT COURSES:

Certified Professional in Supply Management through the Institute of Supply Management (ISM) CPSM (2008)

Completed Train the Trainers course for the CPSM program (2008)

Certified Purchasing Manager through the Institute of Supply Management (ISM) C.P.M. (2001)

Completed the Pacesetters Core Management and Advanced Leadership Courses (2004)

Numerous six sigma courses (2000-2004)

Numerous Total Quality Leadership (TQL) Courses

Navy Supply Corps School, Basic and Department Head

Assorted Navy Engineering and Management Courses/Schools

Engineering Officer of the Watch (EOOW) qualified (Steam and Gas Turbine)

Enlisted Surface Warfare Specialist (ESWS)

Surface Warfare Supply Corps Officer (SWSCO)

Forklift qualified

REFERENCES: On request

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