Apr 2021 – Aug 2025 · 4 yrs 4 mos · Atlanta, Georgia, United States · On-site

• Led largest business unit of global SaaS and consulting company, driving strategic transformation across sales, marketing, operations, and customer support during period of significant organizational change.
• TRANSFORMATION ACHIEVEMENTS: • Revenue Performance: Surpassed full-year 2024 ARR targets in first half of 2025, achieving record sales effectiveness • Pipeline Growth: Restructured sales division, increasing pipeline 300% ($3.5M to $14M) within 12 months of CEO appointment • Financial Optimization: Improved division EBITDA to 26% by June 2025 vs. historical 8-12% range • Cost Management: Reduced division costs by $4.8M in six months through contract renegotiations and operational streamlining • Marketing Transformation: Restructured marketing team, generating 4000% increase in MQLs despite lower budget • Customer Retention: Introduced global Customer Impact program, reducing customer churn to under 3% • Strategic Sales: Executive leader of company's largest-ever SaaS sale
• CULTURAL & GOVERNANCE LEADERSHIP: • Conducted comprehensive audits of health and 401k plans, resolving at-risk practices with appropriate governance controls • Implemented regular townhalls and employee engagement initiatives, achieving record-high engagement scores • Successfully championed return-to-office policy with zero negative feedback or turnover

Oct 2018 – Mar 2021 · 2 yrs 5 mos

• Full responsibility for all North American warehouse and delivery operations. Accountable for full strategy and financial performance of director-level team and over 1,200 warehouse, delivery, and operations employees across the company’s 40+ North American distribution centers.
• Tasked with developing strategy, improving structure and collaboration between warehouse and delivery operations, in addition to achieving aggressive service and financial productivity goals. Introduced structured analytics, including a comprehensive balanced scorecard, driving strong, sustainable improvements.
• Built regional and local management teams throughout company, and soon achieved consistent world-class results in safety, financial performance, employee turnover, and customer metrics. Key leadership role on team that contributed over $100M through structured, yet nimble modeling, planning, and execution.

Feb 2017 – Oct 2018 · 1 yr 8 mos

• Responsible for understanding and evaluating the logistics team’s current IT footprint and technology stack, and establishing requirements to ensure effective collaboration and effectiveness across multiple business channels. Initiated development of company’s first logistics command and control center.

Jan 2007 – Feb 2017 · 10 yrs 1 mo

• Provided leadership and strategy for warehouse and distribution activity for Fortune 500 manufacturer, supporting the United States and Canada, including multiple regional and satellite distribution facilities.
• Achieved seven consecutive years of region-wide safety improvement and an overall best-in-class OSHA recordable injury rate and DOT performance. Restructured management teams of three largest regional distribution regions, resulting in substantial improvements in employee productivity, morale, and overall performance.
• Successes included a region-wide productivity increase of over 60% in three years through improved employee communication, supervisor and manager training, and emphasis on positive cultural change. Reduced delivery fleet mileage for five consecutive years, with a total reduction of over 40%, utilizing key metrics to focus on route density and profitability, balanced with improved sales and marketing collaboration

May 2003 – Dec 2006 · 3 yrs 7 mos

• Developed and implemented key performance indicators utilizing logistics technology as backbone of organization, resulting in 40% increase in load factor, and 27% increase in stops per route.
• Restructured regional delivery fleet, reducing asset lease costs by 13% in first two years.
• Developed and implemented new driver pay program tied to targeted productivity, resulting in 8% reduction in total driver payroll, while increasing average driver pay by 6% and improving driver productivity by 30% in its first year. Achieved actual payroll to within 1% of first-year projections

Oct 1996 – Apr 2003 · 6 yrs 6 mos

• Responsible for oversight of all client service activities, including consulting staff and related services, project management of high-profile and business critical implementations, and call center operations.
• Managed the creation, development, and growth of Roadnet University, internal and external education programs, and development of short and long-term logistics management training programs for domestic and international clients. Worked extensively with clients on critical Six Sigma and Lean projects, utilizing best practices from distribution industry, as well as data and technology from UPS to help clients achieve their full potential.
• Developed professional services program to manage clients through strategic planning and modeling process. Created, implemented, and managed new call center business model, resulting in 95% reduction in abandoned calls, and substantial improvement in overall call response time.
• Developed, marketed, and taught the Roadnet Management Seminar, a logistics training program for managers and executives, the first of its kind in the industry, delivered in a public-speaking format to groups of 10 – 200 client managers and executives; first year results showed 400% revenue increase vs previous format. Effectively led consulting team to achieve of 99% billable ratio, an all-time high for company. Created, developed, and executed operational audit and analysis program to UPS Logistics customers; program designed to review current customer logistics layout, propose, implement and manage changes, and introduce measurement tools and matrices; exceeded revenue goal by nearly 500% in first year