Knick Staley

• Responsible for overseeing the 25 managers and 450 employees across 14 distribution centers whose primary role is to provide/coordinate all phases of the supply chain in support of $1.8 billion in annual sales. Major responsibilities include: support the day to day operations, planning for growth and solving capacity constraints, collaborating with Sales and HQs on change initiatives and developing high performing teams and leaders.

Member of the national "Supply and Distribution" team responsible for developing and implementing the national strategy in support of the 110 distribution centers, 250 managers and 3,500 employees across Frito Lay North America. Specific areas of focus include: delivering 3-5% annual productivity on a budget of $815 million, facility capacity planning, improving service to sales in fill rate, advanced ship notification and product freshness, ensuring regulatory compliance, and safety. .

Responsible for overseeing 10 managers and 200 employees across 11 distribution centers whose primary role is to provide/coordinate all phases of the supply chain in support of $1 billion in annual sales. Major responsibilities: coordination between sales and manufacturing, region P&L management, improving overall service to sales, safety, and facility capacity planning.

Served as the “chief of staff” for a region which encompasses 16 distribution centers and 300 employees. Primary responsibility was to develop and deliver an annual operating budget of $45 million, oversee the region support staff which includes 5 managers with focused roles in: product supply management, lean six sigma and cost reduction, managing/ maintaining 1000 fleet assets, improving organization capability, safety and regulatory compliance.

Served in various leadership and support roles as a Marine Corps Officer over a 20 year career which encompassed 8 years of active duty and 12 years of reserve time.

Responsible for overseeing 3 distribution centers and 40 employees whose role is to provide/coordinate all phases of the supply chain processes in support of $100 million in annual sales.

Turned around the regions lowest performing zone in terms of cost, service, people and quality into the top performing work team in the region. We did this through team development, improving relationships with sales, and developing a work culture that embraces and seeks out change by leveraging lean six sigma processes.

Oversaw all phases of operations for an entrepreneurial e-commerce company whose annual sales grew from $7 million to $14 million in a 5-year time period. Specific responsibilities included: distribution, procurement, customer service, call center management, sales, and information technology