My background includes leading both exempt and non-exempt team members, along with operations management at FedEx and transportation, analytics, and automation at Grainger. I lead cross-functional projects, work with carrier leadership in roles ranging from terminal managers to chief operating officers, and informally lead and mentor developing analysts.
I’ve brought these examples together to share the problems I addressed, my contribution, and the changes the work delivered.
How I’ve organized my project examples
SSituation
The operating context and the problem I addressed.
Master Operating Plans were static PDF pages, each of which had to be maintained individually.
TTask
I wanted to recreate the plans as a connected system, with clear ownership of updates and a simple way to retrieve the right information.
AAction
I created aligned Excel tables that responsible individuals could maintain for their areas.
I used Power Query to bring those source tables together in a master plan.
I built lookup functions to make the plan searchable by plant and carrier.
RResult
The system became a company standard known as the Network Operating Plan. Owners maintain their information at the source, giving Outbound Ops and Service teams a shared plan they can search by plant and carrier.
My approach I turn static documents into maintainable systems with clear ownership and useful access to information.
Project Maple was Grainger’s company-wide transition from UPS to FedEx as its primary parcel carrier. It required operational changes at DFDC and shifted customers’ longstanding time-of-day delivery patterns, generating transportation escalations that needed structured handling.
TTask
I was responsible for leading DFDC’s operational changes and developing the complex automation needed to capture and triage the resulting escalations.
AAction
I led the operational changes specific to DFDC as part of Project Maple.
I developed automation to capture incoming transportation escalations.
I built triage into the workflow, connecting the initial request with the appropriate handling process.
RResult
The automation replaced fragmented handling with a structured intake and triage workflow for escalations arising from the transition.
My approach I connect operational leadership with technical problem-solving, building the tools needed to support changes in the work.
Grainger was often absorbing the cost of expensive white-glove services for non-standard delivery requests because there was no standard process for handling them and passing the charges to customers.
TTask
My contribution was to translate transportation requirements into procedures that different teams could understand and use consistently.
AAction
I partnered with Customer Experience leadership to develop company-wide transportation-request standard work.
I connected transportation requirements with the customer-facing process so the procedures addressed both perspectives.
RResult
The company-wide standard work enabled us to pass charges for non-standard special requests on to customers, allowing us to satisfy those requests while maintaining profitability.
My approach My contribution is often helping people turn different operational perspectives into a shared way of working.
Alongside these projects, I contribute through ongoing carrier relationships, informal analyst leadership, and knowledge sharing.
Carrier relationships · Performance management
Working with third-party leadership
I maintain working relationships with third-party carrier leaders, from terminal managers to chief operating officers.
I work with carrier partners to set clear service expectations and keep communication open.
I use scorecards and business reviews to discuss performance, address service gaps, and agree on improvement expectations.
I help carrier partners and internal teams work through shipment and service issues, clarify customer needs, and coordinate practical next steps.
My focus I connect performance information, customer needs, and carrier relationships to support service improvement.
Analyst development · Knowledge sharing
Informally leading & mentoring analysts
I make time for people who want to learn or take on more. Whether I can answer a question or connect them with someone who can, I’m happy to help, regardless of their role or department.
I mentor participants in the Supply Chain Rotational Development Program (SCRDP) during their transportation rotations, sharing practical context and lessons from my own experience. I stay in touch as they move into other roles, and those connections often introduce me to colleagues in other functions.
Over time, those relationships have grown into a network of senior professionals and leaders across OTC, Network Strategy, Customer Experience, the branch network, Indirect Procurement, Inventory, Supplier Management, OET, and OST.
My focus The exchange goes both ways. When I’m working through something unfamiliar, I turn to this network for perspective and expertise. We know different parts of the business, and we can learn from one another.