CANDICE A. RAY

Company Overview: TikTok Shop E-Commerce and Supply Chain (hybrid, 50% travel)

• Founder and single threaded leader of the operations Training and Compliance department built from scratch with limited resources and support. Suite included low code website, 20 training modules and short videos, 60 downloadable SOPs in 3 languages and associate one pagers, training records and site audits.
• Acted as the PMO of high visibility launches to an expanding network of fulfillment centers. A Partnered with cross-functional departments and global leaders to manage demand, resources and timelines for effective implementation.
• Created and managed the Go-To-Market process for 33 projects which included 30-35 tasks and milestones to be followed in order to maintain quality and on time delivery of various products, processes or feature launches.
• Found 82 operations facing SOPs among 8 stakeholders and 3 medias. Vetted, cross referenced, reformatted and eliminated redundant and irrelevant documents resulting in a repository of 60 SOPs under strict version control.
• Enhanced employee (440 associate level 14 middle management) performance through ongoing coaching, mentoring, and feedback sessions.
• Streamlined onboarding processes for 10 new hires, both during new site expansions and employee replacements, ensuring a smooth transition into the company culture and workflow.
• Collaborated with cross-functional teams (Process engineering, quality, safety, product, supply chain and account management teams) to identify skills gaps and strategize targeted training initiatives for improvement.

• Company Overview: Operations Excellence (OE) or Operations Integrations (OI) (hybrid, 50% travel)
• Drove process improvements with impact to global programs and customers in a brand new, never been built new business unit, heavy bulk cross dock.
• Established and performed as the single threaded leader of continuous improvement over 5 sites (CA, NC, NJ, VA, MD) after being heavily involved in the development and ground up building of them.
• Managed 3 to 5 high visibility engineering and large scope operational projects at any given time.
• Over 35 recorded JDIs and tactical improvements were completed with compliance tracking and reporting.
• 5 network wide pilots and roll outs were conducted over 6 months with over $1.5mm cost savings (ongoing) and $7mm cost avoidance (P&C).
• Established and executed the Value Stream Ownership program strategy across 3 different builds and differing intricacies that required separate resolutions for various problems.
• Worked with multiple stakeholders to build a project portfolio while mentoring and supporting individual project leaders from various internal and external teams, from vendor execution to VP level updates throughout the project life cycle.

• Company Overview: Global Engineering Services (remote, 75% travel)
• Established and managed a team of 7 exempt Launch Managers across 23 XL (special handling/heavy bulky) Fulfillment Center launches, 7 XL Sort Centers, 5 Cross Dock new builds and co-located expansion in addition to 16 engineering projects, XL Cross Dock onboarding exceeding a combined 8.8 billion dollars in capital spend.
• Operations Directors insisted Global Engineering Services manage more of their projects opposed to another team. Gained 20 new projects for 2022 and supported 8 more (P&C) which resulted in team expansion to 10 Launch Managers.
• Often acting as a trusted agent and helping drive standardization and ways to scale. Helped develop key cross functional partnerships, internal and external, which was out of scope at the time. Hence becoming the single threaded leader establishing the new Operations Integration leader.

Company Overview: Global Engineering Services (remote, 50% travel)

• AMXL (Extra Large, 50lbs and heavier) Gatekeeper managing a portfolio of 230 modules.
• Formally deprecated 60 unused modules thus eliminating 100 hours labor hours updating outdated CAD drawings..
• Created 35 modules with operations and other key stakeholders input (Loss Prevention, HR, RME, WHS, Operations Design and Process Engineers, etc).
• Initiated frequent collaborative work sessions featuring complex and new concepts across 4 new generational templates.

Company Overview: Customer Fulfillment (onsite)

• Eliminated team barriers in order to accomplish established shift goals while constantly measuring, recording and critiquing various KPIs.
• Lead 6 Supervisors and 62 associates.
• Ran building leading metrics regularly (ie safety, performance/productivity, and quality) exceeding OP/LP% daily.
• Built 3 separate teams and ran 4 different shifts successfully most often without an Ops Manager or peer counterpart.
• Maintained a year long average 4.8 Connections (daily associate satisfaction survey 1-5) rate from May 2017-May 2018 (AMZN avg 4.1).
• Customer Fulfillment (onsite)

Company Overview: Cash Services (onsite)

• Responsible for 120 employees, 7 which are salaried Route Production and Vault supervisors and Operations Managers.
• Acted as the general manager for the Dallas business unit, in charge of P&L, safety, cash loss, procurement, staffing and hiring, and fleet management.
• Brought a struggling unit from 3% (August 2018) to 29% (January 2019) gross profit margins in a business that averages 17%. This was done through staffing, route optimization, truck maintenance, vendor management, customer onboarding and better utilization of property space.
• Increased attendance averages from 79% (August 2018) to 91% (January 2019).
• Single threaded leader that increased compliance and training rates 50% (August 2018 to January 2019) so more employees had the proper licensing to carry and training requirements per company SOP thus improving job rotation and individuals that could handle cash instead of only driving.
• Increased service rate and customer retention through training, monitoring, personal customer visits, monitoring and action from 92% (August 2018) to 98.5% (January 2019).
• Decreased deposit loss by 20% through analysis, discipline and accountability decreasing workforce by 4 employees due to theft.
• Overlap with Amazon to expand experience. Neither job suffered from workload.

Company Overview: Roofing Shingle and Building Materials Manufacturing (onsite)

• Managed and analyzed inventory control functions, through routine cycle counts, spot checks, tracking various inventory movements, and planning activities.
• Planned, authorized and/or executed hundreds of inter-unit transfer orders (IUTs), Return Materials Authorization (RMAs), and slow moving, off spec, obsolete, inventory (SMOOSI).
• Acted as the site’s key liaison between the Plant, Sales, Supply Chain Planning, Transportation and Customer Care, communicating and resolving issues, barriers and suggesting production adjustments to meet required service and cost targets.
• Onboarded 8 new carriers to decrease pick up lead times to better support transportation goals with an overwhelmed vendor portfolio.
• Renegotiated 18 contracts due to performance and lack of compliance or vice versa.
• Provided operational back up support to Logistics Manager/Supervisor and Production Planner/Scheduler by tracking raw materials and notifying team of potential issues such as late arrivals or shortages and presenting solutions to avoid production disruption.
• Decreased detention times and costs 15625 bps saving $125,000 over two years through constant tracking, production coordination, and personal hands on involvement.
• Overlap in experience was personal in nature and performance was not affected due to workload at either role.

Company Overview: Gaseous and Liquid Processing and Distribution (onsite)

• Analyzed, planned and scheduled daily routes in the most cost effective and safest manner.
• Decreased fuel utilization 12%, $16000 dollars per quarter through precise route planning, idling and coaching.
• Improved load times on average of 25 minutes due to loader training, truck staging, drivers’ morning operations, and staggered shift starts.
• Ensured OSHA, Hazmat, FDA, DOT, and corporate requirements were being met. Never had a compliance issue at any inspection and zero recordable accidents for 603 days straight..
• Improved inventory audit accuracy and KPIs %19 after rearranging and clearing inventory storage and labeling, creating simple mechanisms to track incoming inventory, and creating a new SOP for inventory usage and put back, if necessary.
• Coached drivers for consistent cordial and 'can do' customer service and personally met with customers for escalations. Made personal visits quarterly and held face-to-face meetings with customer within 90 days of renewal. Renewed every contract (119) and never lost a customer.

Company First Sergeant 2024 to present

• 122 deployed soldiers/40 rear detachment)

Observer Coach Trainer 2021-2024

• 9 exercised, 3 ASI schools

Heavy Equipment and Construction Site Supervisor 2011-2014

• 3 projects, 800 acres, Afghanistan

Battalion S-3/SPO 2010 – 2011

Heavy Equipment Operator 2008-2021

• 60 hours on dozer and hyex

Truck Driver 2006-2008 (

• 900 Miles, Iraq