Inbound Operations Manager - Holley Performance - Bowling Green, KY
(2026-03)
Reported to the Director while overseeing 3 direct salary associates, 4 team leaders and 58 hourly associates across a 500,000 square foot facility
- Reduced overtime by 10% by level loading the inbound delivery times between 1st and 2nd shifts.
- Lead task force to develop Work Instructions for all processes and procedures. Redesigned Work Instruction Document
- Held weekly safety meetings and ensured associate participation. Safety Champion and Train the Trainer
- Proven ability to manage budgets, achieve Key Performance Indicators (KPIs), and control P&L.
Senior Operations Supervisor - O'Reilly's Distribution Center - Buford, GA
(2025-10 - 2026-02)
Managed 3 direct supervisors and 66 hourly reports over a three-shift operation. (Moved to Kentucky – Care for Father)
- Improved Key Performance Indicators which included quality, overtime, lines per hour, Parts per hour, turnover, lowered detention cost, and safety accidents / Incidents.
- Integrated INFOLINK to track operator compliance on PIT which monitors impacts, manages access and optimizes fleet utilization.
- Redesigned Store conveyor lanes to utilize capacity, which reduced overtime by 60%
Operations Manager - FASTPAK SYSTEMS - Buford, GA
(2025-02 - 2025-09)
(Layoff / Closed Facility)
- Supervise operation staff and keep employees compliant with company policies and procedures.
- Manage inventory and supply chain operations to achieve timely and accurate delivery of goods and services.
- Analyze and report on key performance metrics to senior management.
- Develop and implement strategies to maximize customer satisfaction.
Operations Supervisor - CARDINAL HEALTH - Buford, GA
(2024-06 - 2024-12)
Supervised operations staff of 45 associates and reported back to the Director of operations with a profit/loss margin of 1.2B/year. (Motorcycle accident forced resignation)
- Analyzed and reported on Key Performance Indicator to senior management while improving processes and productivity to lower overtime.
- Spearheaded process improvements, resulting in increased productivity and reduced operational costs.
- Customer Champion for Children's Healthcare of Atlanta.
- Conducted yearly performance reviews, approved all overtime and maintained Kronos operating system.
Warehouse Manager Inbound - OLLIE'S DISTRIBUTION - Commerce, GA
(2022-12 - 2024-06)
Reported to the Operation Manager while overseeing 2 supervisors, 3 team leaders, and 40 hourly associates in a 1.0 million square foot facility.
- Key Performance Indicators included inventory accuracy, overtime, lines per hour, turnover, and safety.
- Trained and certified associates on MHE equipment (Reach truck, Pacer, Pallet Jack, and Slip reach).
- Implemented work instructions and simplified the stocking and receiving process which improved productivity in both areas.
- Implemented production and quality control systems to proactively identify deficiencies.
Automotive Manufacturing Warehouse Manager - NIFCO - Toccoa, GA
(2018-05 - 2022-12)
Reported to the Director while overseeing 9 direct salary associates, and 97 hourly associates across 2 facilities equaling 350,000 square feet while managing a profit and loss margin of 95M/year.
- Key Performance Indicators include premium transportation cost, inventory accuracy, overtime, on time delivery, supplier score card and safety (recordable injuries).
- Improved Inventory Accuracy from 87% to 98% within one year by implementing a cycle count program.
- Redesigned warehouse layout and travel paths for improved productivity.
- Reduced overtime by 3% by level loading the inbound and outbound shipments.
- Lead task force to develop Work Instructions for all processes and procedures.
Warehouse Manager - Outbound - MSC INDUSTRIAL SUPPLY COMPANY - Mableton, GA
(2001-02 - 2018-04)
Reported to the Director while overseeing 12 direct salary associates, and 150 hourly associates in a 975,000 square foot facility while managing a profit and loss margin of 100 M/year.
- Key Performance Indicators included inventory accuracy, quality, overtime, lines per hour, turnover, transportation cost, and safety.
- Managed all aspects of the procurement of transportation.
- Cut $17k by removing a non-value-add part of the packing process.
- Lowered turnover rate by empowering team with start-up communication meetings and Town Hall sessions.
- Decreased cost by 6% by negotiations between transportation companies and MSC.
