Supply Chain Customer Service

Paul Woodard

c: 478-***-**** Résumé P. * ****.*.*******@*****.***

PROFESSIONAL SUMMARY

A senior-level executive with repeated success—proof of positive expertise in developing teams that thrive, win, and grow that set examples enterprise-wide. Successfully managed widely dispersed facilities and teams by developing uniform, scalable business models, leadership programs, and operational protocols— standardized but adaptable to service offerings. Track record of taking underperforming regions and teams and transforming them into top-tier revenue generators. A proven ability to create healthy relationships in negative market areas with strong analytical and planning skills, combined with coordinating strategic vision to meet organizational goals. Expanded sphere of influence by training and promoting high-integrity leaders who make a bottom-line difference in the supply chain, operations, and service.

Professional Experience

Graybar, Inc (2022-Current)

I was brought in by CEO and EVP to establish a new vision for the district's sales and operations growth strategy by providing unique solutions and business strategies that scale. Direct P/L oversight for a 900M+ district with over 22 locations and 600+ employees. Eight direct reports: 4 Directors of Sales, 1 Director of Operations, 1 Director of Finance, 1 Director of Human Resources, and 1 Administrative Assistant. Report directly to the EVP & General Manager, Americas.

• Accountable for the product line - capital allocation, commercialization, strategic partnerships, business development, and operational infrastructure investment.

• Optimized P&L for $900M+ operation integrating state-of-the-art e-commerce systems and transformational processes into business functions.

• Built a team and achieved multi-million-dollar growth for a national wholesale distributor, creating industry leadership and record levels of engagement. Cultivated direct reports to be industry leaders.

• Focus on working with customers to make their operations more efficient, safe, and sustainable.

• Turned around locations by improving profitability, reducing cost, and upgrading leadership; improved employee engagement.

Incora, Inc (2014-2022)

Promoted to support the organization's growth strategy in America's region for hardware commodity business unit with six warehouse locations and over 300 employees. Direct service, warehouse, and operations oversight for Americas. Seven direct reports: 5 Directors of Operations, 1 Director of Customer Service, and 1 SIOP Analyst. Report directly to the EVP & General Manager, Americas.

Graybar, a Fortune 500 company, specializing in supply chain management services and is a leading North American distributor of high-quality components, equipment, and materials. Graybar has over 10 billion in annual sales. Implementation of growth strategies that enabled the most significant single year for revenue in district history. Right- sizing of business operations to align with growth strategies by scalable processes. District Vice President June 2022 to Present

Incora, Inc was formed when Platinum equity acquired Wesco Aircraft and merged with a portfolio company, Pattonair. The forging of Wesco Aircraft and Pattonair created the leading distributor of supply chain solutions with over 1.5B in annual sales. As a result, Incora provides an extensive array of support to the world's most critical industries, including commercial aerospace and aftermarket, defense and space, and automotive manufacturing. Vice President, Customer Operations 2020 to 2022

Paul Woodard

c: 478-***-**** Résumé P. 2 ****.*.*******@*****.***

• Streamlined efficiencies in the core operating area for labor capacity that resulted in $1.5M in savings.

• Rolled out an integrated freight cost reduction strategy within a 2-month timeframe. As a result, the Americas region saved $38,000 in freight costs by optimizing the warehouse pick process and route utilization.

• Collaborate with HR, sales, and operations leadership in establishing monthly leader-led training to expedite the development of frontline associates while improving the standard processes

• Implemented warehouse capacity modeling that resulted in a 14% increase in customer OTIF

• Increased fulfillment warehouse inventory turns from 1.8 to 2.11 turns, resulting in inventory savings of approximately 6M in annual savings.

Promoted into the role by CEO and EVP, Operations to spearhead turnaround for the most significant region within Wesco Aircraft enterprise. Full region P/L responsibility for over 400M in revenue, managing 350+ employees, including sales, operations, and supply chain management. Immediately embarked on a scale and scope change by identifying footprint optimization initiatives and market penetration strategies. Led a team of 8 direct reports: 4 Directors of Operations, 2 Directors of Sales, 1 Business Development Manager, and 1 SIOP Analyst.

• Revitalized sales operations strategy for Ad hoc business by establishing a customer pricing model to fuel gross margin growth within the region, seeing increased gross profit within eight months. (Increased Gross margin by 300 bps)

• Worked closely on developing solid commercial relationships with the customer base in the region, resulting in 98.4% account retention YOY.

• The commercial strategy resulted in 21.4M in new revenue generation and 18.4M in organic growth.

• Collaboration with suppliers to drive cost efficiencies based on buying power and inventory/capacity plan

• Performed critical analysis of all cost centers to identify opportunities for savings

Reduced the number of facilities from 7 to 3 to create synergies and cost savings of over 5.5M

Decreased direct and indirect labor by 1.4M while maintaining over 98% OTIF

• Engagement in contract negotiations, both domestic and international, including determination of cost model analysis, operational function analysis, staff requirements, quality requirements, and system requirements Brought in to provide leadership supporting quality, operational, and service performance for eastern US Distribution, Fulfilment, and customer service operations. Responsible for 80M in top-line revenue over three distribution warehouses and 50 customer locations. Led a team of 3 Directors of Operations, 1 Analyst, and 1 Director of Warehousing.

• Performance management for financial metrics and adherence to AOP. Exceeded AOP by 4% YoY

• Implemented operational and quality procedures through standing work to ensure site operations met parameters of ISO9001, AS9102, ISO14001, and ISO18001.

• Development of Key Performance Indicators (KPIs) that improved OTIF, warehouse throughput processing, and inventory carrying cost reductions.

Stabilized operations and standardized service models, that resulted in 14% increase to customer OTIF Improved employee retention by 28% through development of employee mentoring program General Manager, Sales and Customer Operations 2018 to 2020 Exceeded plan in the region with YoY top-line growth of 12.2% and 8.9% YoY gross margin growth (highest growth in the company). Generated over 2M in EBITA over the prior year. Senior Director of Operations 2014 to 2018

Successfully implemented standard work and Gemba walk process that enhanced productivity and customer satisfaction results.

Paul Woodard

c: 478-***-**** Résumé P. 3 ****.*.*******@*****.*** Auburn University

Bachelor of Science in Logistics Management -2002

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Education

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