Operations/Transportation Executive

ANTHONY J. CAMPO 732-***-****  *******@****.***  11 Spencer Circle  Marlboro, NJ 07746

Operations Executive elevating profitability, quality, and business excellence. Leverages world-class background in Fortune 500 and startup environments, excelling in turnaround/restructures, multi-site management, P&L accountability, and team building.

Analytical Leader applying statistical modeling approach to define and eliminate root cause of inefficiencies and stabilize operations. Builds consensus among diverse groups, facilitating transformation based on short- and long-term business needs.

Converted $15M in losses to $20M in profit within six-month period for manufacturing company…

 Uncovered inefficiencies, right-sizing organization with 200-person labor count reduction totaling 12% savings and turning around assembly/packaging operations; cut $2.5M in costs by renegotiating major vendor contracts.

 Delivered up to 28% productivity boost via management restructure and reduced $6M in annual material conversion costs by introducing statistical modeling and conducting operational assessment.

Business Strategist with strengths in market entry/expansion, business development, M&A activity, and negotiations. Drives national presence and visibility, delivering continuous improvements and immediate results for bottom-line benefit.

 Launched facilities in Illinois and Texas, hurdling previously failed market entry attempts by devising actionable business plans, forming sales/operations teams, and minimizing capital investment; projected to reach profit end of 2009.

 Executed post-acquisition integration of $150M company into Fortune 500 business structure, bridging two disparate work cultures and consolidating and transferring operations to larger facility; completed efforts under budget.

Catapulted revenue from $6M to $40M in five years via end-to-end restructure of struggling trucking company…

 Reversed $500K in losses to $2.5M in profit by reorganizing staff and overhauling business model.

 Led startup of locations in five states, expanding from one to seven sites; instituted new team for marketing of third-party trucking services and launched brokerage division.

 Lowered employee turnover 50% and lifted morale, recovering management reputation and employee loyalty by determining root cause and strengthening internal communications.

MBA-Logistics & Distribution | MS-International Business Management | BS-Engineering Technology

New Jersey Institute of Technology

PROFESSIONAL OVERVIEW

Interim General Manager CONTRACT LEASING: 2009

 Led operational reorganization/consolidation for $20M trailer leasing company, formalizing processes and job functions as well as establishing safety committee and standards for state/federal compliance during search for permanent GM.

COO & Board Member [‘07-‘09] WARE HOLDINGS CORPORATION: 2003-2009

 Headed operations for four companies (Marino/Ware, American Strip Steel, Norbet Trucking Corp, and Marino Steel Processing), holding shared accountability for $300M in total annual revenue; drove growth and profit objectives.

 Oversaw KPIs, business development, labor/union relations, capital project management, and budget controls; supervised 800 indirect reports and 12-person leadership team.

 Increased productivity 29% for Illinois facility, identifying management weaknesses and safety issues; reorganized team and created union/non-union safety and grievance teams.

President – Norbet Trucking Corp. [‘03-‘09]

 Managed P&L for up to $40M in annual revenue, overseeing seven fleet locations spanning New Jersey, Texas, Georgia, Illinois, Colorado, and California for flatbed trucking company; initially recruited as general manager.

 Revitalized non-performing locations as well as drove expansion into new markets for national visibility; enhanced customer service levels, increased truck fleet from 35 to 200, and realigned safety and compliance.

National Logistics Manager USF LOGISTICS: 2001-2003

 Directed transportation and distribution operations, including customer service, fleets, and staffing, across 18 national sites for $100M 3PL provider; held P&L accountability for $25M national account and supervised 215-person staff.

 Generated savings of up to $1.5M, applying analytical approach, introducing lean methodologies, restructuring struggling locations, and formulating models to reverse inefficiencies; surpassed profit goals for two consecutive years.

Plant Operations Manager RYERSON/THYPIN: 1999-2001

 Decreased costs 25% and boosted productivity while lowering overtime by eliminating one shift.

Transportation Manager F&S INTERNATIONAL: 1995-1998

 Completed ISO certification project, realigning operations, inventory, invoicing, and shipments for $100M commodities trading company; positioned F&S as first of its kind to obtain certification.

Additional: Transportation Manager, DUFERCO, INC. | Operations Supervisor, JOSEPH T. RYERSON

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