SEAN WORK

• Directed 100+ employees and day to day operations across 1 Hub, and 12 store locations
• Achieve daily KPI metrics to include 98% or better on time performance score, Bill of Lading utilization as determined in each lane by the senior manager, dwell time management
• Champion and implement both company and store initiatives for consistent execution, continuous improvement and ensures team is trained on CarMax standards
• Partners across Merchandising, Operations, & Sales to produce daily ship plan with staffing targets
• Partner with third party vendors to provide fleet coverage as needed
• Manage daily hub operations which includes coordination of shipping and receiving
• Internal Fleet Management: Monitor ELD for violations or safety concerns and provide feedback to fleet drivers

-20% improvement for on time % from 2022-2023

-Reduced 3rd party spend by 70% from 2020-2024

-Member of carmax safety council for Transportation team

-Lead for company wide communication for Transportation team

-Collaborated with team of 5 in the development of CarMax LAAS project. Company wide initiative to build out and grow our auction delivery process. Grew revenue by 20% in the first 6 months or program

-Developed daily routing,tracking sheets, and associate development for the Atlanta Region CarMax fleet team.

• Directed 250+ employees across multi disciplines to include dock, drivers, office and management positions of 1 Assistant Service Manager, 3 Operations Managers and 20 Operations Supervisors that handle 500 inbound and 1200 outbound shipments
• Monitors daily operations and performance data to meet targeted goals, makes operational adjustments as needed to cut cost and improve efficiencies
• Reviewed daily metrics to provide correct action for negative trends and ensure incremental positive improvements
• Developed action plans when performance was below metric targets and performance goals
• Collaborates with the sales division to meet customer needs
• Coordinated cross functional team of operations and sales to complete value stream map resulting in improvements in customer satisfaction
• Oversees physical conditions of center, fleet vehicles and equipment, orders maintenance, repairs, and or replacements as needed
• Developed documented standard requirements of physical and operational levels
• Conducted fleet audits to ensure equipment was performing to standard
• Established performance goals for staff, providing ongoing feedback and coaching to drive success.
• Resolved escalated customer issues promptly, strengthening customer loyalty in the process.

-2015 Received PSP Compass Award

-2017, 2019, 2020- Successful Quality action teams for accessories charges, last to clear, and weekend pickup

-2019 and 2020 purple promise quality award winner

-2020-Received Five Star Award

• Highest award given within FedEx.
• 2019-2020 efficiency improvements in dock, city, and clerical operations equaled total savings of 1.5 million dollars.
• -Consistent yearly improvement while tendered at location of three key local controllable cost metrics (Pick up and Delivery, Dock, and Clerical)

• Lead 250+ employees across multi disciplines to include dock, drivers, office and management positions of 3 Operations Managers and 20 Operations Supervisors that handle 500 inbound and 1200 outbound shipments
• Monitors daily operations and performance data to meet targeted goals, makes operational adjustments as needed to cut cost and improve efficiencies
• Reviewed daily metrics to provide correct action for negative trends and ensure incremental positive improvements
• Assesses employees regarding center productivity and addresses disciplinary issues, including coaching and termination
• Developed team members to ensure their success
• Developed action plans when performance was below metric targets and performance goals
• Collaborates with the sales division to meet customer needs
• Oversees physical conditions of center, fleet vehicles and equipment, orders maintenance, repairs, and or replacements as needed
• Developed documented standard requirements of physical and operational levels
• Conducted fleet audits to ensure equipment was performing to standard
• Developed corrective actions as deficiencies were noted

• Directed 50+ employees across multi disciplines to include dock, drivers, office and management positions of 2 Operations Supervisors that handle inbound and outbound shipments
• Ensured safe, prompt, and proper handling of customer shipments were delivered and picked up timely
• Activities to ensure prompt service to consistently improve delivery metrics
• Monitors daily operations and performance data to meet targeted goals, makes operational adjustments as needed to cut cost and improve efficiencies
• Reviewed daily metrics to provide correct action for negative trends and ensure incremental positive improvements
• Assesses employees regarding center productivity and addresses disciplinary issues, including coaching and termination
• Developed team members to ensure their success
• Developed action plans when performance was below metric targets and performance goals
• Collaborates with the sales division to meet customer needs
• Oversees physical conditions of center, fleet vehicles and equipment, orders maintenance, repairs, and or replacements as needed
• Developed documented standard requirements of physical and operational levels
• Conducted fleet audits to ensure equipment was performing to standard
• Developed corrective actions as deficiencies were noted

-Top 5 of Regional Centers Managers

-Winner of Regional “Success Ratio” Trophy 3 times

-Winner of Regional “Quality Metric” Trophy 2 times

-Consistent yearly improvement of three key local controllable cost metrics (Pick up and Delivery, Dock, and Clerical)

-2010 Received Bravo Zulu Award

• Consistent improvement of growing business levels year over year
• Operation Success lead to promotion to North West Atlanta Center.

• Educated, monitored, and supported implementation of all claims prevention processes at service centers within the southeast region
• Investigated and addressed causes of delivery exceptions involving regional and local management and customers
• Created action plans, tracked charts and graphs and collected data on shipments for quality assurance and process improvement management, Collaborated with sales on priority accounts to identify solutions to resolve packaging problems to customer’s satisfaction
• Provided education and support to cross functional teams (operations, sales, and regional and local customers)
• Recognized and received “All Star Award” by Sales Department for exceeding in customer service.

• Provided expertise to Freight Analyst employees as needed
• Mentored and provided technical assistance to FA to correct negative indicators
• Assisted Freight Analysis Leadership in initiating proactive approaches to reduce classifications corrections and follow up with responsible employees
• Participated in regional calls and meetings
• Organized, conducted, and participated in office, operations, sales, driver, and dock pre-shift meetings
• Received several awards for identifying accounts which lead to an increase in revenue recovery.

• Investigated and Inspected freight for accurate classification and process corrections for revenue recovery
• Researched freight characteristics for pricing and analyzed shipment reports to ensure proper rules and NMFC codes were applied
• Assisted customers in the use of NMFC, FedEx freight rules/tariffs, and improvement of packaging
• Communicated with sales and operations to reduce classification corrections
• Created graphs and action plans for all freight analysis processes
• Freight Analysis Process Award “Leader of the Pack” for recouping $49,140.19 in revenue
• Freight Analysis Process Award “Leader of the Pack” for recouping $94,457.67 in Revenue.