Belmont, North Carolina, United States
3 stores now in NC. Gastonia, Matthews and Cary, Go my Instagram and check it out. jimbopotterynstuff.
Was a key part of the companies expansion into the Midwest region in 2000. Helped in the start up our biggest account in the Chicagoland area at Carson Pirie Scott. In May of 2001 assumed responsibility for all Crate and Barrel deliveries in same area. Maintained some of the highest service levels with Crate and Barrels measured criteria and was a contributing factor for additional Crate and Barrel growth within our organization. During my leadership we doubled our fleet and grew the contractor base internally only. Zero turnover. In November 2008 I began to manage deliveries to the Charlotte area for Crate and Barrel. In spite of a challenging local economy, we have grown to cover deliveries to almost 10000 square miles. We originally delivered to Charlotte and Greensboro only but now have added Durham, Raleigh, Asheville, Columbia (SC), Greenville (SC) and points in between.
Hired as assistant export shipping supervisor and with my organization, attention to detail and efficiency skills had an immediate impact on my department. In January of 1996 I assumed responsibility of the export shipping department which moved an average of $100 million in product each year. This product was moved on time to the correct parties with minimal errors.
I was hired as an assistant warehouse manager and was promoted to manager in just 8 weeks. This transition occurred during the peak Christmas season and the store was as efficient as the previous year. Improved expediting times through product analysis, employee participation and better warehouse organization. The warehouse was recognized as one of the top 3 in the region during 1991 and 1992. I had a strong warehouse staff with 3 members going on to manage their own warehouses within 2 years. As safety needs to be a way of life at work, we experienced NO work place accidents during my time as manager.
I was warehouse manager of a 150,000 square foot warehouse operation on the Port of Miami that serviced South America, Central America and the Caribbean. The company owned or leased 5 ships that were what was called roll on, roll off. During my time at the warehouse I was able to build a dynamic relationship with the ILA union leadership which led to increased productivity in spite of a very restrictive union agreement Using only 2 men where 4 weren't needed, adding one or two where it wasn't required and even using overtime to reduce the total cost per cubic foot for the day. Novel concept that worked under strict guidance and conditions.