United States
As a dynamic and growth-focused Director of Logistics, I have extensive experience leading transformative supply chain initiatives across global operations. I specialize in negotiating high-value contracts, optimizing transportation networks, and improving inventory management to reduce costs and enhance customer satisfaction. Being a forward-thinking logistics executive, I have successfully led multimillion-dollar freight and terminal strategies that delivered consistent cost savings and streamlined operations. I am known for aligning logistics practices with broader business objectives while fostering team performance and stakeholder trust. As a compassionate and motivational team leader, I prioritize mentoring others, instilling accountability, and cultivating a collaborative culture. I strive to provide value as a company resource and have consistently achieved recognition, awards, and promotional opportunities through strategic foresight and execution. A few of my career highlights include: • Managed a $36M logistics budget and $104M in finished goods material to verify optimal financial and resource management. • Achieved an 18% improvement in accuracy, reduced stock losses by 11%, and prevented $12M in material losses by instituting inventory management best practices. • Supervised logistics and supply chain functions for two marine terminals, two manufacturing plants, one company-owned rail terminal, and 22 third-party rail facilities to regulate operational endeavors and sustain supply continuity. “In the middle of difficulty lies opportunity.” – Albert Einstein
Headed end-to-end distribution, logistics, and inventory execution across North America, overseeing order fulfillment, inventory positioning, terminal operations, and outbound transportation while reporting directly to the CEO. Negotiated rates with railroads, trucking providers, and terminal partners to enhance cost efficiency while maintaining service-level reliability across customer delivery networks. Evaluated inventory levels to balance supply across multiple locations, optimize order fulfillment performance, and mitigate inventory loss. Led strategic planning efforts for terminal and distribution operations to ensure seamless stock replenishment from plants to terminals and consistent outbound service execution. Managed a team of four logistics specialists and two terminal managers to drive daily execution, SOP compliance, and third-party terminal performance. • Played a pivotal role in launching GCI Materials in 2024, contributing to foundational setup activities, including operational structuring, team onboarding, and early-stage business infrastructure development. • Secured $3.5M in annual savings through strategic freight and terminal negotiations to uplift financial performance. • Maintained operational costs at least 10% under budget annually by refining logistics strategies and supply chain efficiencies. • Elevated distribution network effectiveness by 25%, increased railcar turns by 73%, minimized outages, and improved service reliability by executing customer-focused initiatives.
Steered inbound and outbound distribution transportation across four U.S. locations to minimize transportation costs while supporting warehouse throughput, order fulfillment, and production schedules. Conducted financial audits aligned with contractual agreements and collaborated with procurement leaders to formulate alternative sourcing strategies. Partnered with the planning team to address disruptions, adjust lead times, and mitigate potential risks impacting customer delivery and production continuity. Leading a team of 20 Warehouse Associates and acting as escalation point for freight and warehouse related delays to ensure timely order staging, truck loading, and outbound execution. • Attained $2.4M in cost savings by renegotiating third-party logistics rates, restructuring carrier routing, and eliminating non-compliant vendors during a volatile supply chain environment. • Improved supply chain planning and in-transit visibility, circumventing zero-line down situations due to freight disruptions. • Established and launched a U.S. Duty Drawback program, obtaining $750K in annual cost recovery. • Administered $37M freight budget to implement cost-control measures across all Bilstein U.S. locations.
Developed analytical reports and tracking systems to help managers identify key operational insights and influence decision-making. Educated leadership on reporting tools and cooperated with finance and sales teams to fortify underutilized system capabilities. Designed frameworks for evaluating customer quotes and win ratios and partnered with executive leadership to refine management approaches and align performance metrics with business objectives. • Advised the U.S. Management Board on operational improvements and rolled out strategic initiatives to drive efficiency. • Defined KPIs and mapped out operational strategies, surpassing performance targets by 7%. • Directed seven project teams across managerial, financial, and sales divisions to streamline key business functions. • Performed comprehensive audits and crafted targeted action plans, amplifying overall profitability by 6%.
Led a four-month assignment, analyzed financial accruals, and reconciled discrepancies by building strong ties with carriers and accounting teams to align expenses with actual payments. Delivered training to four department heads on financial management and shipment auditing to raise overall performance, reinforce compliance, and advance reporting accuracy. • Enhanced P&L by $1M by standardizing end-to-end processes and eliminating recurring financial discrepancies. • Created efficiency measures for the company’s largest U.S. customer to propel operational performance by 15%. • Slashed work-in-progress accounts older than 30 days by 52% and decreased accruals over 60 days by 79% by implementing sustainable financial controls. • Pioneered the $100K office remodel for the Newark branch, managing budgeting, vendor coordination, and purchasing to certify project completion within time and financial constraints.
Headed ocean import and export operations for the Atlanta branch and supervised financials to optimize team workflows and service reliability. Mentored a team of nine and incorporated strategic communication methods to maintain operational consistency and service excellence. Introduced structured financial training to guarantee accuracy and minimize errors. • Managed the branch’s $6.8M ocean freight P&L and applied financial strategies to enable continuous growth. • Raised overall efficiency by 20% and transformed team communication by transitioning from a group distribution list to a centralized inbox. • Uplifted profit margins by 6% through structured financial training, error reduction, and process standardization. • Increased billing timeliness by 23% by reinforcing accuracy in financial reporting and streamlining invoicing practices.
Orchestrated ocean product operations across eight countries in the Americas by collaborating with 11 regional heads to assess financial performance and execute global initiatives. Revitalized the Less Than Container Load (LCL) product by overseeing rate negotiations, capturing consolidation opportunities, and sustaining regulatory compliance. • Steered the financial oversight of Geodis Americas' $23M ocean P&L with a keen focus on advancing cost structures. • Integrated ocean operations during the Geodis-OHL merger in alignment with company standards and processes. • Revamped Geodis’ U.S. Federal Maritime Commission filing and compliance framework to maintain regulatory adherence. • Drove LCL volumes by 12% and profitability by 16% through strategic rate negotiations and consolidation initiatives.