Operations Director
TNT Express
Total years of experience :30 years, 7 Months
Initially recruited as Eastern Province Operations Manager, I was promoted to Operations Director in February 2015. Leading a team of 250 staff across 2 Countries ensuring market leading compliant clearance of Shipments ranging from full truck loads to single Documents.
• Improved Service performance in Bahrain by 9%
• Improved Service performance in Saudi Arabia by 16%
• Winner of the Special Award for contribution to TNT in recognition of the Country turn around
• Managed a team of Supervisors and Managers through reward and coaching to build a dedicated committed team.
• Service improvements were gained by designing a number of Service enhancing initiatives including a full in-house Domestic network for Saudi Arabia, a Courier pre arrival data capture system allowing follow up of any non-compliant export Shipments in both Bahrain and Saudi Arabia prior to Courier arrival at Depot.
• Designed and built a complete pre arrival and pre clearance process for imports to Saudi Arabia improving pre arrival clearance to 94% of all Shipments
• Designed and built a Customer database for all Saudi Gateways providing clearance approval by TNT
• Managed relationships with Saudi Customs and Civil Aviation through meetings and agreed strategy
• Completed and opened a 10, 000 Sq. Meter purpose built Road network Gateway in Dammam Airport
• Managed and enhanced a Service trade lane with the UAE and China through regular calls, action plans and visits
Recruited by my previous Manager at Distribution NOW, I left Canada to take up the role of Head of Operations, Hull Seaport. Leading a team of Stevedores and Operations Managers in the scheduling of Ship arrivals and on time dockside offload.
• Designed and implemented departments and department heads for Ships, General services and skilled operatives
• Implemented pre Ship arrival team meetings to include off load milestones creating self confidence and empowerment
• Reduced ship demurrage by 22% through planning and scheduling, this built the confidence of Shipping lines in using and moving ships to Hull
• Designed and implemented key performance indicators including; on-Dock. Off-Dock, non efficient minutes, overtime and spillage.
• Worked closely with Sales and was key in securing 2 major new accounts, 1 from France, 1 from Belgium.
NOV Wilson
Warehouse Logistics Manager Edmonton, AB (Canada) September 2013 - Present
Ensuring the accurate and timely fulfilment of all orders made to NOV Wilsons one and only Oil and Gas Distribution Centre servicing Canada.
Directing a team of 10 Lead hands / Supervisors and 80 Warehouse personnel in the running of 5 departments housed within the 152, 000 sq foot facility. Introduced Key Performance Indicators and Incentive based Operations to drive staff morale, improve Staff retention and improve the Customer experience across 52 Canada wide NOV Branches supplying Country wide Oil fields and platforms.
• Introduced Employee incentive programs
• Introduced Employee recruitment philosophy to improve staff attrition from 34% to 12%
• Worked through analysis spreadsheets to take product picking quality to 200 plus lines per fail.
• Warehouse Health and Safety reduction TRIR to below 1.5%
• Introduction and control of Logistical staffing schedules maximizing and recording straight hours V Overtime through planning against forecasts and cross training to fill flat hours.
Regional Operations Manager Richmond, BC 2011-2013
Ensures the highest levels of service performance achieved with inbound service results at or above 97% on time and outbound service performance at or above 98% for a team of dispatch, drivers, aircrews and administration staff.
Coordinates daily inspection activities with the Canada Border Services Agency, ensuring the import of foreign goods and the application of Canadian security procedures are strictly adhered to.
Directs the British Columbia operating centers International Inbound and Outbound processing activities located in Richmond, Victoria, and Kelowna.
• Led a team on quality initiatives that achieved a 30% reduction in customer complaints through the application of employee coaching documents and supervisor root cause analysis training materials.
• Implemented productivity scorecards to measure performance on a daily, weekly, and monthly basis for internal reporting and stakeholder feedback.
• Identified and eliminated issues contributing to employee injuries, lost workdays, and equipment damage by forming and directing a joint Health and Safety Committee.
• Reduced employee overtime by 27% by route restructuring, increasing part-time headcount, and the strategic use of casual labor during peak periods.
• Achieved record low employee absenteeism by enforcing adherence to the attendance management program.
DHL Express 1993- 2013
Operations Manager Los Angeles, CA 2010-2011
Managed the 46, 000 sq. feet Los Angeles Gateway operation, ensuring that the 20, 000 pieces processed each day on multiple aircraft arrivals / departures were met and that on time service targets were achieved for the U.S. West coast GTW.
• Launched the LAX Lead hand program that resulted in operational improvements, gains in staff morale, and the center's highest employee opinion survey registered in the previous 10 years.
• Implemented staff assignment plans that increased productivity, reduced overtime, and improved service.
• Developed shift planning tools to aligned staff to seasonal volume spikes and aircraft departure times.
DHL Express, continued
National Ground Operations Manager Saudi Arabia 2008-2010
Administered the end-to-end operations in Jeddah, Saudi Arabia, which required improving DHL's overall footprint in the country.
Designed and implemented incentives to improve morale and build solid and loyal teams with over 100 Courier routes.
• Improved Saudi Arabia's Middle East scorecard position from 14th to 2nd and the standing in the region related to the scorecard for Europe Emerging Markets in Eastern Africa (EEMEA), bringing the country in line with the Operational direction of DHL.
Western Province Services Manager Saudi Arabia 2006-2008
Implemented Global operational practices and procedures in the service center to improve service performance and operational consistency in Jeddah and its 11 Provisional Service Centers located throughout the country.
Improved Courier departure times, which reduced warehouse time by an average of 17 minutes through the implementation of the Total Management Process and effectively removing non-value added activities.
Analyzed the root cause of failures in the western province to improve Domestic transit time, which was followed up with sustainable action plans.
• Proposed and implemented a competency-based selection process that sought out local talent qualified to work for the company.
• Created and implemented local incentive plans to unify rewards programs based on performance and productivity targets.
• Launched route flexing in all 11 Provinces, which maximized productivity and reduced driver overtime.
Service Centre Manager United Kingdom 2004-2006
Implemented site business plans designed to improve Saturday service by implementing weekend part-time driver positions that resulted in a 2.1% reduction of full-time overtime hours.
Introduced cost management tools to effectively monitor cost over runs and ensure that solutions were implemented.
• Identified and organized succession planning for four direct reports by appraising and reviewing managers.
• Developed a section in the UK Courier handbook to ensure drivers followed Standard Operating Procedures.
• Wrote process improvement plans that exceeded UK targets by 10% of goal.
Service Centre Manager Afghanistan 2003-2004
Trained new team members at the Bagram Afghanistan air base by implementing the same training and operational procedures utilized by DHL Facilities located in Kandahar and Kabul.
• Increased monthly cash sales from $1, 000 to $10, 000 and account sales from $20, 000 to over $100, 000 per month through customer visits, realignment of routes, and effectively managing issues affecting performance.
• Negotiated the inclusion of DHL's service in the Bagram Airbase induction system, which increased visibility and exposure on the US Airbase.