Manager Customer Service

Thomas Webb

Greater Atlanta Area | 770-***-**** | ***********@*****.*** | www.linkedin.com/in/thomaswebb

Operations Manager / Distribution Center Manager

Dependable, customer-focused operations and distribution center manager. Known for being cool under pressure and doing whatever it takes to get a project done on time. Major strengths include realistic, logical thinking; mature, objective managing; and a loyal, hard-working attitude. Proven ability to manage a business or operation in strong and weak economies. B.B.A., Management. Core competencies include:

Operations leadership. At Regency House, led teams up to 30 people at two locations. Maintained positive cash flow during the recession by managing staff levels, regulating expenditures, and negotiating better discounts; the discount for material supplies increased by 10% and freight by 13%. Reengineered inventory processes, reduced supply inventory levels by 28%, and decreased supply lead time by three days.

Distribution center management. At Maurice Sporting Goods, led teams up to 120 people who supported $50M in annual sales. Managed inventories up to $10M and 11,000 SKU’s on a $1.2M operating budget. Ran the DC at 125% capacity for three-and-a-half years while meeting or beating sales-to-labor budgets during a period of high turnover; sales exceeded projections by 20%. Achieved 1.1M man-hours with only one significant injury.

Inside sales and customer service. Strong believer that “everybody is in sales” and “our best prospects are our current customers.” At Regency House, became the primary supplier of artwork to the Ritz-Carlton chain; placed all the artwork in 36 properties around the world. RH is the art and framing source for Best Western International, the third-largest hotel chain in the world.

Professional Experience

1997 – Present | Regency House | Decatur, Georgia

Regency House (regencyhouse.com) provides artwork to hotels – from a Best Western to a Ritz-Carlton.

Operations Manager

Responsible for day-to-day operations of high-end hotel art and framing company including production, purchasing, accounting, human resources, training, labor sources, physical plant and equipment, and product costing.

Reengineered inventory processes by switching to local suppliers to reduce inbound freight cost, reduced supply inventory levels by 28% and decreased supply lead time by three days.

Implemented an inventory system to locate in-stock materials; system also reduced headcount and labor hours.

Decreased custom framing production by six days and contract framing production by five days.

Maintained positive cash flow by regulating expenditures and negotiating higher vendor discounts (material supplies discount increased by 10% and freight by 13%) and by increasing payment terms (net 30 to net 45).

Directed collections of past due accounts; efforts resulted in less than $4200 of uncollectible accounts in 12 years.

Adjusted product pricing to account for inbound freight, fluctuations in materials, and actual labor cost.

Instituted cross-training, updated pay structure, and modified policies to reduce positions and eliminate turnover.

Evaluated benefits of accounting software, upgraded system, and implemented new process resulting in efficiency improvement and headcount reduction.

Reduced shipment damage claims by 92% and decreased packing labor by 30% by redesigning packing procedures.

1985 – 1997 | Maurice Sporting Goods | McDonough, Georgia

Maurice (maurice.net) is the world’s largest wholesaler outdoor sporting goods.

Administrative Manager | 1996 – 1997

In charge of HR and administration for all 135 employees in the branch and the DC. Traveled to other branches to implement best practices and to train employees in sales, customer service, data entry, and sales order processing.

Conducted detailed analysis of internal systems; recommended future direction and development of a company-managed and operated inventory control system for our retail customer base.

Updated systems and procedures to bring DC costs under budget (reduced labor costs from 3% to 2% of sales).

Warehouse / Distribution Manager | 1990 – 1996

Led a team of employees that grew from 35 employees on two-shifts in three locations to 120 employees on two-shifts in one new location. Annual sales grew to $50M.

Managed an inventory that grew to $10M; shipped up to 120K units of equipment daily from an 11,000 SKU inventory with an average cost of $1.75 each.

Managed the old distribution center consisting of three buildings at 125% capacity for three-and-a-half years while meeting or beating sales-to-labor budgets during a period of high turnover; sales exceeded projections by 20%.

When sales were $35M annually, set a monthly sales record of $4M, the best volume in our 70-year history.

Along with an outside consultant, planned the design, layout, and opening of a 100K square foot proto-type distribution center while managing the day-to-day operations of the closing center.

Managed the transfer of materials and equipment from the old DC to the new DC within a five-day period.

Modified the new pick / pack zone merge system to improve efficiencies resulting in the elimination of delays.

Collaborated in the design, development, and implementation of a warehouse standards and bonus program.

Achieved 1.1M man-hours with only one significant injury in nine years (1987-1996).

Operations Manager | 1987 – 1990

Responsible for the day-to-day planning of the warehouse, inventory control, and annual physical inventory.

Selected by the CFO to assist in opening of two new distribution centers in Elmsford, NY and Reno, NV.

Coordinated the installation of all new hardware and communications devices that linked all the branches.

Trained senior account executives in the area of operations and computer systems.

Negotiated the purchase of all warehouse supplies, equipment, and freight tariffs.

Assumed Branch Manager’s duties in addition to normal duties when the branch manager was out.

Inside Sales Representative | 1985 – 1987

Responsible for all phone orders, walk-in customer, and customer service.

Education and Community Involvement

Bachelor of Business Administration, Management | University of West Georgia | Carrollton, Georgia

Community Involvement

Fayetteville First United Methodist Church

Volunteer Coordinator for Red Cross Blood Drive | 2000 – Present

Collected 3815 pints of blood over an 11-year period at quarterly drives involving 80-100 donors.

Won blood drive Sponsor Award for the most pints collected by a church in the Atlanta region in 2001.

Board of Trustees | 2006 – 2008 and 2011 – 2013

Chair of Trustee’s 2007, 2008, and 2011. Responsible for three buildings and five lots worth over $9M.

Member of Finance Committee 2007, 2008, and 2011.

Square Foot Ministry

Square Foot Ministry is a local home repair and construction ministry in Fayette County, Georgia that has built 30+ houses, a clothing and food warehouse, and a counseling center. We also make minor home repairs.

Board Member | 2001 – Present

Impact Coordinator | 2008 – 2011

Organized and coordinated annual three-day youth event called “Impact.” Managed 150 – 200 youth volunteers who performed service projects for local nonprofit organizations.

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