Tony A. Williamson

Managed Regulatory and DOT Compliance for 14 Operation Site on a national basis in the States of CA, WA, IL, IN, TX, VA, NJ, GA, SC, AL. This includes all operating permits and documents

Managed fleet maintenance and fueling for over 800 Tractors, 4,000 Ocean Chassis, and over 6,000 Dry-Van Trailers (53')

15-years of developing and managing the sustainability program for alternative fuel vehicles and associated fueling infrastructure which includes electrical and hydrogen fueling

Responsible for equipment acquisitions for tractors, chassis, and trailers

Recruited and qualified Independent Owner Operators and License Motor Carriers for company

Zero deficiencies found during BIT performed by CA highway Patrol

Created, and implemented company polices and procedures for operations

Managed Freight Claims and aspects of accidents

Reduced freight claims from 17% to 2% within 2 years

Marketed TTSI on a national basis through business development

Instrumental in winning a $43 Million Contract for Logistics Services

Responsible for awards of $16.7Million in grants for drayage trucks replacement

Managed contract warehouses of key accounts such as J Crew, Polo, Custom Cable, and others

Achieved a 98% on-time delivery of freight to CA Customers

Turnaround six tanker cleaning facilities in the Western US and brought all back to profitability within my first year of tenure

Received the 2005 Excellence Award for Growth of the Western Region after first year in the position

Substantially returned the division to high profitability through strategic and efficient restructuring. Revenue increased by 20% ans increased EBITA by 29%

Increased contribution margin of Hazardous Household Collections Events from 18% to 36%

Redefined job assignments during Hazardous Household Collection Events which reduced the events durations by 21%, thus reducing payroll costs by 24%

Increased divisional profits by 30% by significantly improving customer services through staffing and policy

Deceived invoicing cycling from 23-days to 4-days which increased operations cash flow by $2.6 Million

Instigated JIT to manage the supply chain, reducing annual costs by 26%

Turned around a division that was performing under budget with little market share or presence in the region

Established an 11% of market share presence within the Western region of the US

Implemented regional transportation and vendor networks which reduced operations costa by 43%

successfully established multiple hazardous material/waste warehouse operations in CA and WA