Tina Adams

During this 12.5-year period I held Managing Director positions in three states, and in both US Operations and the Air, Ground, Freight, and Sort divisions. All MD position roles require the same high level organizational responsibilities while leading and directing the senior leadership teams overseeing operations. Each of the MD positions and dates are included below the experience.

• Designed innovative approaches to optimize workflow, streamline procedures, and enhance customer service satisfaction levels.
• Cultivated relationships with customers, vendors, partners, and other external stakeholders.
• Developed and executed business strategies to achieve short and long-term goals while defining and leveraging data analytic tools to track key performance indicators to measure the success of the organization.
• Spearheaded multiple projects comprised of cross functional members from concept through completion while successfully managing budgets and timelines on each project.
• Nominated for participation, and or lead, on several projects working directly with VP and SVP level: representing either the region or division
• Developed and initiated new leadership programs to improve organizational leadership and process. management including formal mentoring and growth plans to add diverse talent in succession planning.
• Ensure all aspects of the corporate PSP, People-Service-Profit, philosophy was carried out within the organization.
• Corporate People objectives were established, communicated, and drove culture change initiatives to further support servant leadership.
• Established and implemented departmental policies, goals, objectives, and procedures while ensuring compliance with all applicable laws, regulations, and best practices across the organization.
• Operated in a highly regulated industry which required assurance of compliance for training in highly skilled positions.
• Drove a culture of operational and safety excellence reducing workers comp chargebacks by several million dollars improving cost-efficiency by implementing quality and safety initiatives throughout the district.
• Responsible for multimillion dollar P&L, and recommended corrective actions for improvement throughout the organization.
• Facilitated cross-functional teams to identify opportunities for process improvements utilizing QDM, Quality Driven Management and the ABLE process.
• Solidified annual objectives and goals for the organization while demonstrating and supporting continuous improvement with a growth mindset.
• Conducted IEEO investigations and Guaranteed Fair Treatment Policy, which is a People first policy that gives team members the ability to file a complaint that is guaranteed to be investigated and heard through three levels of leadership.
• Worked collaboratively with support staff which consisted of District Administrators, Human Resource, Human Capital Management, Compensation, Safety, Sales and Engineering.

• The district consisted of approximately 2,500 hourly team members, 80 operation managers, and 12 senior managers.
• The district was comprised of 16 pick-up and delivery facilities spread throughout the San Francisco, Oakland Bay, San Jose, Santa Cruz, Monterey, and Valley areas.

• The INDH, Indianapolis Hub, is the second largest hub operation within the FedEx system.
• During my time there I held multiple Managing Director positions responsible for the success of the organization in which I led.
• The total hub team member count was approximately 5,000 hourly employees, 300 operation managers, and 35 senior managers.
• During this time, I sat on the Board of Directors of Indy Gateway. This organization is dedicated to rejuvenating the west side of Indianapolis through community and economic development.

• The Memphis Hub is the original and largest hub operation within FedEx Express, and where World Headquarters operates.
• Led multiple organizations on the Priority Overnight operation that provides service to over 220 countries throughout the world.
• Nightly, on average, 165 inbound flights were offloaded, sorted, and then re loaded to depart within a three-hour window.
• Total team member count at that time was approximately 7,000 and my organization averaged 1,200 hourly, 50 operation managers, and 7 senior managers.

• Held 3 senior manager positions during this time frame responsible for leading operation managers and employees within the organization to successfully perform and achieve outlined objectives and KPIs, the positions were in Fort Worth, TX, Tulsa, OK, and Marina Del Rey, CA.
• Provided clear direction and guidance to subordinates, fostering an environment of collaboration and teamwork while developing the team into a high productivity, results oriented unit.
• Managed large-scale projects and introduced new systems, tools, and processes to achieve challenging objectives.
• Addressed and resolved client or customer inquiries to foster superior standards of service and to maintain lasting relationships with clients.
• Maintained constant focus on safety procedures within the organization.
• Worked continually to find safety improvements to protect team members and reduce costs.
• Work in conjunction with Human Resource and Human Capital Management to ensure compliance with applicable laws and regulations; conducted regular audits as needed.
• Develop team engagement through regular location meetings with all team members, communicating local information, goals and objectives, and corporate news.
• Build morale at all levels with programs to include regular recognition, location celebrations, and community service.
• Team member and manager development for succession planning.
• Developed comprehensive training programs for new hires resulting in improved employee retention rates.