With a rich and diverse background spanning logistics, operations management, and software engineering, I bring a unique blend of skills to the table. From leading teams at United Parcel Service to driving operational improvements at Veryable, I have consistently delivered exceptional results. My journey, including education in Business, Electrical and Full Stack Engineering, has been underscored by my commitment to continuous learning. As a full-stack developer, my proficiency in technologies like React.js, Node.js, and MongoDB enables me to craft impactful solutions. My portfolio demonstrates my prowess in creating dynamic web applications, and my leadership experience ensures I’m a collaborative team player. I am excited to leverage my multifaceted expertise to contribute to innovative projects and drive success in the tech industry.
At the Massachusetts Institute of Technology, I deepened my understanding of software engineering, acquiring advanced skills to architect and develop intricate software solutions that meet real-world challenges.
During my tenure at Indiana University East, I immersed myself in business studies, refining my strategic thinking, data analysis, and project management skills. This education equipped me with a well-rounded perspective for effective decision-making and collaboration within dynamic business environments.
My educational journey started at Indiana University-Purdue University, where I focused on Electrical Engineering. This program provided me with a grasp of electronics, and engineering principles, enhancing my ability to design and troubleshoot complex technical systems.
In this role I worked with operations leaders for businesses in the manufacturing and logistics industries to improve their operating plan to attack and improve KPIs and operating costs. I additionally mentored and worked with new business development associates to drive the same operational improvements for their business pipelines.
In my role as a UPS hub manager I led entire work shifts 60 + direct and indirect operations leaders as will as 400 + indirect employees to process 1 Million + packages per week. While in this role I led these teams in a entirely manual hub set up as well as an automated smart hub. My teams and I improved service delivery by 50% and peak time efficiency from 90% to over 99% efficient. In addition to these improvements I managed every aspect of the operation from safety and compliance to succession planning, operations improvements and more.
In this role I tended to my traditional duties as a Full Time Operations Supervisor and also mentored my newly promoted peers and other Operations supervisors struggling to meet KPI MARs. I was fortunate to mentor and develop 5 newly promoted Operations Supervisors into successful operations leaders in their own right and positions. In addition to mentoring, I spearheaded a project that improved safety, service and performance of two different operations simultaneously. While in this role, I also helped on a project to increase the service reliability for a semi-automated small package sorting operation that led to a 100% gain in service reliability.
In this role I managed a teams of five to 11 front line operations leaders, 50 to 90 indirectly reporting employees and processing 100K + packages per week. While operating and managing these teams of union workers my teams doubled service reliability. We increased production efficiency for the work area by 25% through process, routine and accountability improvement.
In this role I collaborated across operations and transportation department to optimize network utilization. As a former operations supervisor and lead I worked with operations leaders to further increase network utilization. While in this role I also lead a project to build from the ground up a small satellite operation facility to process irregular packages to increase the processing capacity of the main operations.
In this role I lead teams of five to 10 union employees to process 40k + packages per week. While in this role I developed a strong relationship with my reports through clear daily communication, training and recognition. My team and I drastically improved service reliability for our work area. We reduced the work area service errors from 1 in 1,500 to 1 in 60,000, 12 times the MAR.