James Kyle Bonds

• Strategic management over a $20+ MM business unit, spanning four lines of revenue generating business and one satellite branch
• Directed delivery from production to end-user and ensured efficiency of over 200 routes daily; reduced COGs by 19% YoY
• Set performance standards and goals for 25 person team, using continuous improvement to streamline warehouse processes.
• Increased warehouse productivity 104% by implementing new, more efficient procedures.
• Reduced labor resources 24% by implementing LEAN concept withing the Central Texas Market

Responsible for support and coordination of the Cash in Transit product line. Plan and execute continuous improvement initiatives via roadmaps across 16 facilities to deliver on performance KPIs.

Key Responsibilities:

• SME guidance in operations product-related processes and procedures
• Identify root cause defects via Kaizen method and implement countermeasures to achieve results
• Analyze key indicators and quality data to identify opportunities to improve overall operations performance
• Improve processes directed toward reducing costs, improving cycle time, increasing total margin, and enhancing customer satisfaction

Strategic management over a $12+ MM business unit, spanning two lines of revenue generating business. Accountability surrounding efficient and effective service performance, profitability and compliance adherence within each line of business. Oversight and leadership in continuous improvement projects, corporate initiatives and the mentorship and growth of the market leadership. Partnerships with sales, customer care, product teams and other business entities within Brink’s to grow and standardize to the Austin market.

Selected Achievements:

• Increase in market operating margin by 25.2% year over year. Achieved most profitable branch in Region 3; top seven company wide.
• Money Processing operating margin increase of 22% in Q4 and YTD vs. prior year
• Improved LLV utilization from 60% to 100%, resulting in a 2.2% decrease in direct labor
• Implemented claims/loss process dropping Austin out of Top 10 at-risk markets
• CIT operation overhaul resulting in 6% decrease in direct labor and operating margin increase of 25%.

• Operational budget and P&L responsibility with revenue of $12M annually
• Reorganized CIT leadership team creating form direct management with less resources
• Sustaining a branch service performance of 98.3% increasing by 1.2% year over year
• Reduced branch risks and losses by 52% ($218,195) year over year
• Achieved service level of 98.4% during Atlanta Market optimization. Largest in the company to date.
• Increased Low Liability Vehicle utilization from 68% to 100% resulting in a 3% reduction in direct labor

• Oversaw monthly, quarterly and annual financial reporting while developing the annual operational budget and 3 year projections.
• Directed all day-to-day operations of outbound consolidation to provide on time customer fulfillment of over 1.2 million units monthly.
• Brought about substantial operational and financial improvements by utilizing trend forecasting to redirect budget.
• Evaluated operational trends and made proactive strategy adjustments to maintain alignment between performance and objectives.
• Spearheaded reinventions of various departments to maximize productivity; streamlined use of ANT WMS (Shaefer System)
• Streamlined efficiency, reduced labor cost and boosted profitability to optimize overall productivity.
• Planned daily operational strategies, including outbound routing, team workflows and KPI initiatives.

• Reorganized financial model and operations departments to improve efficiency and cut excess spending.  
• Developed analytics to uncover root causes of financial performance trends and translate the analysis into clear and actionable insights. 
• Analyzed data and derive insights from complex data sets, overseeing branch wide budgeting and forecasting.
• Supervised all departments for a $13M annual revenue-producing logistics terminal
• Completed financial analysis of P&L to build financial model and budget using trend forecasting
• Investigated financial anomalies to root cause increasing gross profits. 
• Developed the annual branch business plan for maximum profitability and effectiveness.
  
• Established, monitored, and analyzed key performance indicators (KPI) to gauge effectiveness of logistics operations and employee-related productivity.
• Surpassed revenue goals in four consecutive quarters by utilizing financial Lean Methodology

• Oversaw scheduling and managed labor for the day-to-day activities of 105 transportation employees.
• Synthesized project findings into actionable policies with demonstrable effects on business performance.
• Evaluated operational records and made scheduling adjustments to maximize efficiency.
• Established transportation cost standards and efficient routing for 40 daily routes, cutting overtime costs by 10%.
• Evaluated and reconfigured systems to support customer service and operational goals.
•