Riyadh, Saudi Arabia
“Employees come first and if employees are treated right, they treat the outside world right... That really is the way that it works...” – Herb Kelleher • I lead teams directly, cross functionally, internationally. My teams are dedicated, talented, smart, with a huge sense of responsibility. • I analyze stuff, plan it, and execute it. I have a goldmine of data at my fingertips. • I believe in speaking the truth, even when it isn't popular. • I speak Japanese pretty well now. I have lived here a total of 28 years in 2 chunks. • I speak Chinese but not well anymore. It’s been 37 years since I lived there as a student, so I’ve lost a lot. But my passion for languages comes from that amazing experience. I could (and did) spend whole days just reading dictionaries. • I study Japanese calligraphy, but my daughter is so much better than me. She’s awesome! • I have written and published a couple of short stories, too. Using your imagination is important, at work and outside it.
Executive lead for national distribution, quality control, and medical device delivery transportation under PMDA regulatory framework. - Ecosystem Transformation: Established operational excellence through VSM, Kaizen, and Six Sigma. Instituted Tier Management, Voice of Associate, and One-Best-Way. Drove double digit improvement and multi-million-dollar savings. - Financial Stewardship: Designed a cost-containment strategy that beat warehouse and freight budgets, at the same time increasing speed-to-patient and maintaining quality and safety. - Supply Chain Resilience: Improved processing lead-time, reduced WIP backlogs, increased utilization visibility. - Strategic Negotiation: Orchestrated multi-department DC consolidation, improving total cost, reducing capex, and ensuring multi-year continuous improvement commitments with strategic partner. - Pioneered automation in medical device warehouse, ensuring long-term operational margin expansion in an inflationary environment.
End-to-end planning, capital investment, and launch of Amazon Japan’s flagship robotics fulfillment center, scaling the site to become a critical node in the national logistics network. Key Accomplishments: - Greenfield Infrastructure: Directed a multi-year project lifecycle from engineering design to full-scale operations, managing capital investment and facility construction to meet unprecedented demand. - Robotics Integration: Drove the integration of advanced robotics, establishing the facility as the 2nd largest robotics-enabled site in Japan. - Leadership: Built and led a diverse organization of 2,000+ personnel, including managers, analysts, specialists, and 3PL labor, fostering a culture of high-performance and operational safety. - Strategic Vendor Management: Spearheaded the bidding and negotiation process for large-scale 3PL agreements, ensuring best-in-class SLAs and cost-efficiency. - Crisis Management: Launched in multiple stages during global supply chain disruptions (COVID-19), mitigating risks.
Directed operations for Amazon Japan’s foundational "Mother" site. Key Accomplishments: - Large-Scale Organization: Led a massive cross-functional organization of 3,000 to 4,000 personnel, including 3PL labor, managers, and analysts, consistently maintaining "Best-in-Class" facility status across Japan. - Peak Demand: Scaled daily shipment volumes +80%, managing extreme seasonal volatility and critical infrastructure stress. - Talent Development: Mentored and promoted multiple senior leaders, building a high-performance leadership pipeline. - Safety Culture: Drove a significant improvement in employee engagement and safety perception through the implementation of "Voice of Associate" boards and proactive leadership roundtables. - P&L Management: Optimized variable and fixed cost.
Directed all operational functions for a Shoes and Apparel fulfillment center, overseeing a multi-tiered workforce of up to 2,000 personnel while optimizing variable cost. Key Accomplishments: - Cost Optimization: Drove 11% improvement in variable cost by right-sizing mechanical conveyance and reducing changeovers. - Workforce Management: Complex labor model involving 1,400 to 2,000 3PL workers, associates, and managers to meet fluctuating regional demand. - Infrastructure Streamlining: Led the technical audit and reconfiguration of site assets to maximize throughput while minimizing capital. - Performance Standardization: Established rigorous KPIs for warehouse flow and labor productivity, beating benchmarks for quality and safety.
Cost and Cost Accounting manager for protective eye wear manufacturing.