Michael A Reynolds MBA

• Oversight of OpEx and CapEx associoated with $50M budget
• Provided valuable leadership to a team of directors, managers, supervisor's and union associates in a 450,000 sqft facility with direct responsibility for fleet and facilities operations, warehouse operations, transportation operations including the operation of shuttle yards and a 3rd party logistics company.
• Hired and managed employees to maximize productivity while training staff on best practices and protocol.
• Developed and deepened relationships with functional leadership to interconnect revenue generation initiatives with day-to-day operations.
• Boosted company profits by optimizing performance strategies and increasing efficiency.
• Transformed departmental operations through aggressive process overhaul and attention to quality.
• Implemented best practices to strengthen internal systems and spearhead proactive change.
• Delivered expert thought leadership recognized for driving process improvements.
• Collaborated with various departments to identify operational challenges and plan corrective actions.
• Communicated regularly with executive team members to deliver pertinent details related to progress status and direction for projects.

• Own the P&L for warehouse operations 15M Budget.
• Lead a team of 6 managers and 120 associates in a 120,000 sqft warehouse who pick, pack and ship 383 routes and 40,000 cases daily.
• Manage all activities related to handling and warehousing of finished goods, for our DSD distribution center and 2 cross docks in a particular geography.
• Maintain proper storage of stock in the warehouse using technology such as SAP/EWM to ensure the warehousing operation minimizes products write-offs and maximizes capacity usage meeting overall business objectives.
• Manage services to provide a savings to our overall costs, superior service to internal and external customers and ensure safe and legal operation
• Partner with Retail Team to ensure on time delivery and customer satisfaction.
• Monitor driver delivery service levels ensuring on time performance metrics are adhered to.
• implement warehouse strategy and effectively execute operations to ensure optimum logistics solutions while supporting various routes-to-market, and balancing service and cost.
• Work collaboratively with key internal and external (third-party logistics vendors) business partners to ensure effective management, timely solutions and execution.

• Responsible for management and supervision over the day-to-day operations of a 260,000 sq ft delivery station in the Amazon network, including inbound, outbound, and sortation operations.
• Responsible for over 500 associates and 5 Shift managers who process 120,000 customer packages per night.
• Actively engage with site and regional operations leadership to develop and implement new operational improvements and new service.
• Act as second-in-command to Station Manager in managing to achieve station safety, quality, productivity and CE performance and to include interviewing, hiring, promotions and discipline.
• Responsible for managing associates to achieve operational metrics for areas of responsibility. Managing to meet expectations regarding Standard Work, Gemba, reporting and root cause defects.
• Conduct daily and weekly performance meetings. Assess and develop future production and labor plans.
• Analyze and oversight of scheduling and staffing requirements for area of responsibility, Volume planning/contingency planning
• Subject matter expert for all process areas in the station.
• Develop an environment that drives performance.

• Implemented NYC Transit's Corporate Plan (Fast Forward) at the 13 Largest stations in NYC (Penn Station, Port Authority, Columbus Circle) with 22 million customers annually.
• Managed daily operations, including supervising multiple team members across 75 stations.
• Monitored supplier operations to verify quality, delivery schedule and conformance to contract specifications.
• Reviewed operating budget periodically to analyze trends affecting budget needs.
• Streamlined efficiency, reduced labor hours and boosted profitability to optimize overall productivity resulting in a 50% reduction in use of overtime.
• Led employee performance reviews and discussed improvement strategies with each team member.
• Estimated materials and labor requirements to complete jobs within budgetary and timeline requirements.
• Motivated and supported field workers completing work to increase work quality and efficiency.
• Planned daily operational strategies, including delivery routing, team workflows and promotional initiatives.
• Planned and executed the upgrade of several station on the A line in the Rockaway's.

• Supported New York, New England and New Jersey delivery network consisting of 4 large distribution centers and 500 Verizon locations.
• Monitored $5M freight budget per year.
• Responsible for leading a team of 100 storekeepers, Driver B's, Driver A's and material attendants at supply points and storerooms in New York State.
• Increase visibility of inventory and reduction of shrinkage by implementing RFID technology in Verizon technician vehicles and storerooms.
• $10M in capital reduction achieved by rolling out a vendor managed supply solution.
• 50% reduction in technician's supply replenishment by standardizing the supply points with 5S methodology for the efficient flow of goods and personnel.
• Reviewed profit and loss statements and metrics to identify trends and opportunities.
• Coordinated and monitored inbound and outgoing deliveries, keeping abreast of delays and other issues.
• Worked with team to reduce shrinkage in the supply chan.
• Utilized SAP for ordering, tracking, and processes associated with inventory counts and management.
• Supervised staff of 10 managers and 20 supervisors in daily activities, delivering continuous training and coaching to bolster each employee's skill set.
• Evaluated inventory levels with my team to keep appropriate supply counts on hand at all times.
• Team lead with conducting national inventory counts. Compiled data, performed analysis and made recommendations for areas that needed approval.

• Took over all responsibilities for transportation and logistics operations in New York State.
• Led my team through the implementation of new products and services such as FIOS television and data services.
• Utilized my experience at UPS to ensure drivers were dispatched with optimal loads and completed pickups.
• Changed operational loading to ensure trucks were loaded with the farthest location as the first delivery ensuring drivers worked heir way back to the facility.
• Managed a team of 10 supervisors, 400 drivers, 5 admins and 12 clerical staff in a 200,000 sq ft warehouse.
• Responsible for reverse logistics and back haul loading ensuring best utilization of equipment.
• Responsible for ensuring team completed over 300 deliveries and pick-ups daily.
• Ensured drivers worked within DOT guidelines especially HOS-hours of service.
• Increased driver deliveries and team productivity by 40% in first year.
• Reduced overtime by 35% in first 6 months.
• Analyzed routes to ensure optimal drive time was utilized.
• Promoted to Manager to optimize the New York region transportation model.
• Lead a team of 200+ union employees and 8 managers.
• Assisted the Director of Transportation with the $400k reduction in spend by completing the goal of consolidating 7 cross-docks into 2.
• Assisted the Director of Transportation with a $1.7M reduction in spend by transitioning cable management from a fixed to a variable supplier model.
• 30% reduction in driver stop times and idling, which has led to reduced overtime, staffing and vehicle maintenance.
• Analyzed operational performance and implemented plans to attain organizational and financial goals.
• Forecasted manpower requirements based on daily workload and company targets.
• Generated 15% surplus in backhaul revenue and overall increase in revenue of $1m in cost avoidance.

Led a team of 25 Field Technicians who were responsible for installing and repairing phone service for customers.

• Improved absence 10% by holding team accountable to follow absence process, providing resources and making home visits when necessary.
• Increased team's production 20% by performing work observations making recommendations to improve efficiency and eliminating unnecessary steps.
• Improved management of orders received in dispatch center by creating a process flow used to ensure each technician received an equal amount of orders.
• Conduct quality reviews that focus on defect reduction.
• Build solid working relationships with other work groups in Verizon.
• Trained team to use system designed to test circuits.
• Supervisor Installation & Maintenance Verizon Wholesale.

• Optimized delivery of T1, T3, DS1, DS3, Sonet rings to AT&T, Sprint, MCI, by conducting assessments, overseeing work and proactively solving routine and complex problems.Utilized collective bargaining agreement, training and development when needed to ensure performance targets were met.
• Performed scheduled and surprise inspections of work sites in order to gauge technician skill and performance in field.
• Coached technicians on how to properly provision, test and hand off high speed data circuits.
• Maintained workplace safety by involving employees in order to maximize engagement and team morale.
• Administered day-to-day operations, including accounting and budget management, business development, performance metrics and customer service.
• Recruited and hired talented professionals with drive and dynamic skills to build success within organization.
• Hired, trained and mentored staff members to maximize productivity.

• Discussed design specifications and procedures with project manager, engineering team and construction manager.
• Led system conversion from POTS to DSL.
• Collaborated with District and High Cap Engineers to assess project technical requirements.
• Collaborated with representatives from RCN, FDNY, Skanska, Time Warner and Con Edison to assess pole licensing requests and project technical requirements.
• Conducted Pole walks with representatives from RCN, Con Edison, FDNY and Time Warner to review relocation of telecommunications equipment on company or utility owned poles.
• Reviewed as built drawing with engineering drafters to ensure old and new plant reflected correct changes.
• Used LEIS program to help install DSL on copper phone lines.
• Encouraged engineering drafters to take field visits with district engineers to ensure the team worked towards the same objectives.
• Assessed task completion to meet all project deadlines.

• Coached team on using ICRIS and WAFA-DO to provision customer orders for service.
• Monitored representatives AHT to 90% compliance.
• Coached representatives to 100% attainment of sales objectives.
• Broke down sales target to an individual basis for each representative.
• Performed remote and side-by-side observations designed to improve results, increase sales, improve the customer experience.
• Set and managed performance benchmarks for call center employees.
• Motivated and promoted team employees from within for key leadership roles.
• Established strong and successful policies for employee actions and customer interactions.
• Developed quality assurance standards and established targets for all staff.
• Assessed, optimized and elevated operations to target current and expected demands.
• Recruited, hired and trained new employees, including monitoring and review of individual performance.
• Supervised and trained customer service team members to provide exceptional service, driving retention and satisfaction.
• Participated in labor contract negotiations with union to successfully achieve new agreement representing mutually agreed elements.
• Mentored and managed 190-member sales team that brought in annual revenues of $6M.
• Held weekly meetings with each Representative to talk one-on-one, resolve issues and provide tailored training.
• Met with representatives on a monthly basis to discuss techniques for overcoming objections and closing deals.
• Won top sales award in 1997 for achieving top 100% of revenue out of all sales representatives.
• Encouraged team members to improve productivity and service levels by modeling correct behaviors and coaching employees.
• Produced reports outlining information such as call duration and customer satisfaction levels.