New York City Metropolitan Area
With a robust background in Dedicated Contract Carriage, Truckload, Intermodal, Port Drayage, and Non-Asset 3PL/Brokerage, I bring a wealth of operational and sales experience to the table. My expertise lies in developing high-performing teams, delivering top-notch transportation management solutions, and ensuring the timely completion of critical projects while maintaining exceptional quality standards. I am an adaptable leader known for crafting sustainable solutions to intricate challenges. My skills extend to effective communication of action plans across cross-functional teams. I have a proven track record of idea creation, contributing significantly to organizational growth, and cementing the company's position as an industry leader. Key Competencies: • Business Development • Transportation Operations • Dedicated Fleet Analysis • Pricing and Design • Process Improvement • Safety and Compliance • Driver retention • P&L Management
Currently oversee a total book of business that consists of approximately 40 different individual account locations, and a total of $190MM in annual revenue. This includes 2 of the top 4 largest Dedicated customers. • Forge close relationships with cross-functional teams to develop the best total solution for both internal and external stakeholders • Consistently the top Dedicated salesperson in terms of revenue and trucks sold • Closed on deals consisting of over 500 new truck additions in 5 years • Renewed existing locations that consisted of an additional 600 trucks and drivers • Present, review, and explain Dedicated solutions in varying degrees of detail for front line managers all the way to C-Level executives • Leverage my extensive operational background to bring a consultative approach to the sales process • Successfully negotiated rate increases to improve account performance and achieve driver pay targets • Develop and send out customized mailings and collateral material to prospects to generate a dialogue and interest in the product line http://www.swifttrans.com/what-we-do
Led the Genpro sales team in our efforts to grow new business across multiple service offerings in Dry Truckload, Intermodal and Managed Services Added approximately 30 new accounts Managed a team of nine Business Development professionals Helped to design and launch our new company website Took a dormant Salesforce CRM and implemented it amongst the sales team as well as acting as the Salesforce Administrator Added a marketing automation tool called Pardot to assist in our sales efforts Created Genpro collateral material and a uniform company capabilities presentation
Responsible for developing new business, and expanding existing business for the company's Dedicated Contract Carriage group and our 3PL group. Led the company in new business sales in my second year. Signed more than $56MM in total contract revenue during my first three years Created solutions for prospects by thoroughly investigating what their current distribution network looks like, analyzing historic and projected volumes, and then redesigning and optimizing the network to reduce cost and increase productivity.
Led the operational and sales teams in the Northeast Region Used Kaizen methodology and root cause analysis to isolate and correct the issues facing the region and implemented solutions to improve KPI’s and profitability Increased Contribution Margin dollars in 2009 by 95% over the previous year’s results during one of the worst freight recessions in history, and did it while using 20% fewer assets Moved all key operational performance metrics in a positive direction Developed and implemented a strategy to insulate the region from the dramatic downturn of the transportation industry. It was later adopted by the entire OTR division Responsible for budgeting, P&L analysis and KPI development and tracking Served as the OTR representative on corporate committees to improve fuel performance, and to gauge and improve customer satisfaction
Built a West Coast Dedicated Contract Services sales team from the ground up Increased dedicated sales by 500% each year for the first 3 years and closed $10M in dedicated business in the first quarter of 2008 prior to my departure Responsible for developing new business and expanding existing business for the company's Dedicated Contract Services division. The Dedicated Contract Services division is primarily focused on creating, replacing or augmenting private fleets for our customers. Took a consultative sales role in dealing with prospects by thoroughly investigating what their current distribution network looks like, analyzing historic and projected volumes, and then deciding how the full range of services offered by JB Hunt can be an asset to the customer by redesigning and optimizing the network.
Oversaw the day-to-day operations of over 50 Dedicated accounts in the Northeastern United States. Staff included 6 Regional Operations Managers, 35 Account Managers and over 1000 drivers Charged with P&L responsibility for these 50 locations, and tasked with tracking down and explaining any anomalies in each account's monthly P&L statement Developed and tracked KPI’s for all accounts in critical areas such as turnover, safety, operations vs. design, and profitability. The format was later adopted by all Dedicated operating regions Responsible for establishing action plans and turnaround procedures for troubled accounts Reviewed and approved all new pricing proposals from the Sales team Led start-up efforts for all new accounts, and was ultimately responsible for making sure all the equipment, drivers and on-site management staff were ready to go by start-up date
Oversaw the day to day activities of approximately 12 accounts, 12 Account Managers, 6 Operations Supervisors and 400 drivers. Daily to weekly interactions with customers to check on service, customer satisfaction, on-site manager performance, etc. Responsible for checking on the accuracy and completeness of equipment maintenance files, driver personnel files, and DOT compliance issues. Responsible for checking on the accuracy of customer invoices and driver payrolls. Explained in detail the variations between forecasted results at each account, and the actual financial results on a monthly basis.