PHILLIP BOPPRE

• Full P&L ownership for multi-unit mobile service operation. Drove operational transformation focused on margin expansion, cost reduction, and process standardization.
• Expanded gross margin 6 points (28% → 34%) through pricing optimization, vendor renegotiation, and service delivery redesign.
• Improved ticket yield 11.6% while reducing operating expenses >10%.
• Scaled to $116K peak monthly revenue (~$1.15M annualized run-rate).
• Achieved 225 jobs/month throughput with 4-van fleet: optimized routing to <100 miles/technician daily.
• Reduced rework and callbacks 30% through QA protocols and workflow standardization.
• Built KPI infrastructure tracking margin, throughput, routing efficiency, and service quality.
• Managed end-to-end operations: scheduling, dispatch, inventory planning, vendor coordination, technician development.
• Designed CRM workflows and operational automation, driving efficiency gains.
• Oversaw staff training and development for service techniques and safety protocols.

(Reason for winddown: Following measurable operational improvements, wound down after determining that market and capital constraints could not be overcome. Demonstrating disciplined judgment and accountability.

• Advanced from frontline operations to senior logistics and program leadership as Tesla's annual production grew from ~112K to 345K vehicles.
• Execution lead for EOQ contingency operation: Staged and cleared 7,500 vehicles in 10 days, protecting ~$615M in quarter-critical revenue and ensuring on-time revenue recognition.
• Designed contingency playbooks and risk mitigation strategies for high-stakes delivery windows.
• Coordinated cross-functional teams, vendor networks, and logistics providers under extreme time pressure.
• Deployed to Seoul, South Korea, to establish logistics SOPs for major market launch.
• Designed operational workflows enabling 30 → 250 units/month scale, unlocking ~$21M+ annualized revenue.
• Reduced port-to-delivery dwell time ~85% (10+ days → 1.5 days), aligning international operations with U.S. benchmarks.
• Identified $25M+ freight rate variance; recovered $1.3M and implemented controls preventing downstream leakage.
• Established audit discipline and reporting mechanisms, improving vendor accountability and cost visibility.
• Applied Lean and Six Sigma principles to reduce cycle times, improve throughput, and strengthen SLA compliance.
• Developed executive dashboards, KPIs, and decision logs providing leadership visibility into operational performance and risk.
• Supported logistics infrastructure buildout, enabling a 3x production capacity increase.
• Managed teams up to 10 direct reports across logistics, delivery, and yard operations.
• Influenced stakeholders at all levels in a highly matrixed environment; regular participant in senior decision forums during EOQ events and international ramps.

(Reason for leaving: Intentionally stepped away to invest in personal growth and explore business ownership.)