Cold Chain Logistics & Warehousing Expert Consultant

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Summary

This Cold Chain Logistics & Warehousing Expert Consultant is a results-oriented, tested executive with extensive experience in driving the strategic direction and enhancing the operational functioning of organizations. He has a reputation for accomplishing lofty business goals, leading teams that achieve objectives thought to be unachievable, and establishing global leader status for start-up and well-established companies. This Cold Chain Logistics & Warehousing Expert Consultant is also known for an upbeat, engaging leadership style that generates accountability, collaboration, and motivation to increase revenue, contain costs, and drive overall profitability. He offers an unwavering commitment to consistently performing at the highest level of professional excellence.

Highlights

• Strategic Planning
• Organization Leadership
• Process Improvement
• Financial Performance
• Business Growth
• Change Management
• Talent Management
• Organization Turnarounds
• Culture Optimization
• Risk Mitigation
• Operations Excellence
• Client Relationships

Relevant Accomplishments

• Led a family / women-owned warehouse & logistics business generating more than $55M in revenue with seventeen facilities providing specialized packaging, and value add services enabled by automated packaging systems and AGV robotics in Central GA and LA
• Ran all aspects of a PE backed international cold chain business specializing in processing, packaging and value-add services for the perishables industry
• Headed contract logistics business in The Americas that generated revenue of $600M+ with 6,000+ employees and 30M+ sq/ft of warehousing
• Grew revenue $100M to $600M+ and EBIT from $8M to $14M in The Americas
• Responsible for all aspects of the international business that generated revenue of $1.3B, with 4,000+ employees and 20M+ sq/ft warehousing
• Conceived and transformed a regional structure to international business model, $10M annual savings
• Hired to turnaround struggling business, develop and implement a go-forward growth strategy
• Developed a comprehensive growth strategy based on a 5-year plan
• Existing business was foundationally weak, so a holistic examination and plan to build a firm foundation designed to achieve the growth goal was the essential first phase
• Established and executed a plan to develop/strengthen financial reporting, operational execution, process, compliance, all human resources capability and execution, technology capability, long-term approach to business development, market awareness and WBENC status
• Hired CFO established budgets, forecasts, P&L’s, strengthened balance sheet, improved cash flow
• Hired VP of Human Resources to establish a proper PTO offering, instituted a 401k program, raised non-competitive wages across the board, established job descriptions, pay ranges and competency expectations by job class. Introduced Talent Management as a core function and baseline for employee development and succession planning
• Hired a Fractional CIO to examine, formulate and implement an enterprise tech stack strategy
• Contracted with an engineering consultancy to examine operations and create production metrics to drive forecasting, planning, and decision making to meet operating expectations and drive profit
• Developed and implemented scorecards, customer KPI’s and reviews, and dashboards
• Assisted family in understanding and developing a family board capability driven by roles, responsibilities, decision rights and governance
• Working with 6 PE firms to identify acquisition targets with a revenue range of $50M to $250M
• Focus on industry targets: supply chain, transportation, e-commerce, value-add warehousing, and secondary packaging
• Strategize how to double revenue over 5-year hold period to drive double digit EBITDA returns
• Develop and published an acquisition thesis to focus on growth—analyze operating platforms, organizational structure, services and IT capabilities
• Establishing “strawman” strategic approaches; assessing synergistic/complimentary capability for additional services through organic growth, as well as bolt-on acquisitions
• Determine criticality of systems, scalable to the needs of the future, and capable of facilitating better data capture, execution, measurement, and reporting to improve decision-making
• Recruited to assess, turnaround and grow the organization for sale or legacy managed entity
• Charged with driving organization to develop new capabilities and world class professional posture
• Recruited and hired industry experienced CFO, VP Operations Excellence and Director of HR
• Established a formal human resource team
• Renewed three of the company’s largest accounts collectively totaling $30M+ in annual revenue
• Introduced, developed and implemented lean manufacturing process into largest facility
• Developed and implemented a state-of-the-art IT module designed to improve operating performance, measurement and reporting providing real-time visibility, performance management and organizational accountability
• Advised clients on supply chains, M&A integrations, turnarounds, start-ups & growth initiatives
• Developed a merger plan for two family-owned transportation and value-add warehousing organizations
• Assessed the operational aspects of the businesses and established an integration plan
• Formulated options for the NEWCO future strategy and organization structure
• Performed financial and operational study of potential NEWCO synergies
• Evaluated professional development processes to ensure the staff acquired the skills needed to achieve the organizational goals
• Worked collaboratively with new entity PE ownership, leadership to determine go forward path
• Led cold chain 3PL specializing in processing and value add services for the perishables industry
• Recruited to assess, turnaround and prepare to divest equity backed business
• Achieved year over year revenue growth of 75.3% and improved operating income by 37.0%
• Executed over $5M in labor, management and asset rationalization
• Developed and implemented a holistic marketing effort enabling a “small company to play big”
• Streamlined operations through facility re-engineering and implementation of a 5S program
• Established standard process, system upgrade and proper signage to create a showcase facility
• Divested the company April 2017
• Led all aspects of the contract logistics business in The Americas
• Achieved CAGR Revenue growth of 24.9% and CAGR EBIT growth of 26.5% in 2009 to 2015
• Developed and aligned The Americas strategy to support the corporate global growth strategy
• Eliminated over $4M in management cost and reinvested portions in talent upgrades
• Grew revenue from $100M in 2009 to $600M+ in 2015
• Improved EBIT from 1.5% in 2009 to 4.5% in 2015
• Secured largest single contract logistics sale in DBS history, $120M annually
• Secured business to firmly establish positions in Mexico, Argentina and Chile
• Reorganized IT support structure reducing annualized cost by $1M and improving execution
• Provided data driven recommendations to The Board of Management to upgrade existing talent and recruit new talent to meet and exceed the growth and profitability expectations
• Led all aspects of the international business generating revenues of $1B+, 4,000+ employees, 20M+ sq/ft warehousing. Presence – Asia, Europe, LATAM, Mexico, Canada
• Exceeded profitability plan in 2007 by 43% and prior year by 57%
• Exceeded revenue plan in 2007 by 9% and prior year by 15%
• Restructured UK, Canada, Singapore – $10M annualized savings, enabling business re-investment
• Developed and implemented global and regional business strategies to drive organizational focus
• Rationalized business model, upgraded talent and created a more effective organization
• Reinforced internal controls to identify improvement opportunities and to create action plans to correct deficiencies and capture opportunities designed to improve execution, service, control and reduce cost
• Led high tech and consumer verticals generating revenues of $750M+ with 2,000+ employees
• Exceeded revenue plan each year by 9.5% and earnings plan by 10.4%
• Restructured sales force, improving 2004 sales 132% over 2003 ($87M in new sales)
• Reduced operating cost 10% by implementing 5S and Six Sigma quality standards
• Re-secured $30M+ specialized logistics contract after cancellation

Roles

• Senior Vice President
• Chief Executive
• President
• Managing Director
• Executive Consultant

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