Bret Summers

• “CEO” of the business unit responsible strategic initiatives and overall EBITA of the business unit
• Transitioned the process and culture in the facility creating the Flagship for the company
• The facility was the showcase for the company to the investors which helped the launching of the largest IPO in 2024
• Ensured that the Management team is effectively running the operations and sales of the largest center in the industry in North America
• Hired the salary and hourly team member for ramp up
• Managed the final phase of the $350M building as it transitioned over to operations
• Responsible for the ramp-up and fill of the facility, resulting in the quickest ramp up in the history of the company
• Filling 80% of capacity in 7 months 4.4 years ahead of proforma while maintaining the integrity of the process, resulting in a 6-month break-even
• Effectively developed and managed the P & L of $56M with 275 employees that operates 24/6
• Hired and developed direct Reports HR, GM, 4 Operations Managers, office manager, SM and 19 administrative functions
• Focus on developing the servant leadership teams and strategic initiatives to drive continuous improvements
• Developed and implemented Lean initiatives on local and global level
• Gained BRC food certification and chain of custody certification
• USDA and FDA approved and regulated facility
• Developing key metrics for continuous improvement.

Responsible for implementation of lean principles and developing KPI’s/Metric’s within warehousing, logistics, assembly and supply chain

• Helped in the due diligence in acquisitions growing from a $500M company to a $1.5B company in three years
• Responsible for the overall effectiveness of the 26 facilities in three states with $26M in inventory and $149M in sales with $1.5B in sales
• Creating standardization of processes across multiple locations with a focus on continuous improvement and customer satisfaction
• Responsible for all of the logistics restructuring and delivery system in three states
• Developed and implement an Inventory Control Process: 56% improvement with no locations, 38.7% reduction in negative on hands, 44% reduction in inventory of cores, improved inventory accuracy by implementing a cycle count program
• Transitioned and implemented a third party delivery service to reduce corporate liability with $4M in yearly spending which improved customer service
• Transitioned Developed strategies for each facility to implement lean warehousing to increase capacity needs for growth and throughput improvements improving the delivery of customer orders by 3 hours.

• Transformed the worst performing facility in General Motors to one of the best performing facilities in the network, through lean implementation and cultural transformation
• Changed the culture to a top performing culture that knows how to win
• Administer $39M operational budget for multiple facilities (500k ft2, and 350K ft2) $432M in annual sales, 45k(sku) part numbers and over $29M in inventory
• Supervise and train nine direct reports and 167 personnel including non-union, union employees, human resources, medical, security, building maintenance, administrative, and logistic teams
• Monitor performance using key Metrics: Safety, People, Quality, Responsiveness, and Cost
• Interface with 200+ dealers, forecasting operational budgets to support sales and ensuring compliance to company risk management policies, including BRM/SOX
• Manage operations, regional strategies and lean implementation projects within Warehouse, Distribution, Logistics and Cross Dock/3PL Facilities for Southern California and Arizona markets
• Utilize Rail, LTL, Dedicated and Small Pack Providers.
• Established key performance indicators to monitor project success and drive data-driven decision-making.
• Evaluated emerging technologies for integration into manufacturing processes, promoting sustainability initiatives across operations.
• Mentored and developed team members, fostering a culture of continuous improvement and accountability.
• Established strong relationships with external partners and vendors to provide exceptional customer service and support.

• Directed inventory control processes for 2.2M square-foot national distribution and parts assembly center
• Ensured quality for systems supporting daily sales of $2.25M and distribution of 9,000 single-line and LTL shipments
• Controlled inventory of over 160k (sku) part numbers worth over $360M
• Trained, developed, supervised, and evaluated 20 salaried, 500 union, and contract employees
• Initiated policy and procedure changes to improve efficiency and meet metric goals for safety, quality, cost, responsiveness, and labor
• Monitored logistic providers for national supply chain, including TL, LTL, Rail and small package shippers.

• Promoted to impact shipping for domestic and international customers, directing two warehouses and five shipping departments averaging $1.75M in daily sales
• Developed and managed 5 supervisors and 115 union employees
• Led policy changes to improve operational efficiency and meet corporate goals
• Worked on national strategic initiatives to improve the distribution network through the US.

• Managed 47% of facility receiving, picking, packing, processing, and shipping, averaging $108M per year
• Supervised staff of up to 50 union employees.

• Identified and cultivated new revenue sources for direct marketing promotions resulting in most improved Business Unit in Nation
• Increased sales through effective cold-calling, prospecting, and sales presentations
• Analyzed businesses and implemented strategies to help clients achieve goals
• Applied knowledge of industrial average’s and benchmarks to close sales and negotiate contracts
• Designed graphics layouts for advertising materials.