1. Business-In-Motion curriculum vitae
Consulting & Project Management
1
Shawn Stephens
Experienced Professional in the Transportation Industry
Specializing in Consultation and Project Management
sha42369@yahoo.com 770-865-8599
Summary
Mission Statement:
“Through a Boots on the Ground approach, we will provide consulting & management services that strive to truly
enhance performance, efficiency, and profitability for our clients.”
As a dedicated professional in the chemical transportation industry, I have over eighteen year’s successfully
managing operations, and people. The industry knowledge and experience that I have gained over the years has
afforded me the opportunity to build upon this knowledge a strong foundation in leadership, coaching, and
development to create strong teams within my organization that have both learned from my experience, and grown
in development with a passion for what they do. My detailed analytical skills and strong financial acumen have
allowed me to use my business degree towards financial success within my operations, developing the plans and
actions needed to grow and maintain strong margins within a challenging industry. I am well versed in the
operational, business development, regulatory and compliance landscape in which our industry operates and I have a
strong understanding of the challenges that we all face. It is in the ability to both recognize and act on these
challenges that has allowed me to be successful in such a competitive industry. By focusing my business degree in
Project Management, I have been able to further my abilities in managing projects, which has allowed for greater
success in maintaining pace in the ever-changing environment in which we find ourselves.

2. Business-In-Motion curriculum vitae
Consulting & Project Management
2
Experience
Owner- Experienced Professional in the Transportation Industry at Business-In-Motion Consulting
March 2016 -Present (1 month)
Our Mission Statement:
“Through a Boots on the Ground approach, we will provide consulting & management services that strive to truly
enhance performance, efficiency, and profitability for our clients.”
This means:
We do not stop at simply identifying issues, or even suggesting solutions. We roll up our sleeves, and dig in with you
to enact true and lasting change across all levels. By developing SMART goals and specific action plans, then diving
in to help implement these plans, we will work as project managers to gain the desired results.
Through leveraging my education, training, and experience over the past eighteen years operating successful
transportation operations, spanning transportation, commercial shops, and commercial wash rack operations, I am
able to bring a wide range of expertise to bear. I am fully versed in development of key performance indicators,
identifying those that are most crucial to each individual operation. From development, through analysis and action
planning, I can assist any operation in development and establishment of key processes that will work across all key
aspects of the operation. Personnel structuring, coaching and development plans, safety programs and CSA
improvement plans, fleet and driver management, and overall improvements in operating efficiencies; these, as well
as other improvements are what can be realized by any operation. By “boots on the ground”, I operate under a
philosophy that for meaningful change to stick, it requires building plans that come from spending time with all
levels within an operation. This helps management develop plans that hold the buy-in throughout the organization
that is needed to make the overall operation a success.
This does not necessarily mean that all ideas are wholeheartedly accepted throughout all personnel. Coaching plans
will be a part of the overall plan development, with training, setting of clear expectations, and measurements and
accountability. And yes, any help that might be needed in making those hard decisions regarding personnel, as
sometimes this is an unfortunate reality of change.
What is needed is an outside party that can immerse themselves into the operation to implement the change, yet
remain removed enough to not get pulled into the weeds. Knowledge and skill developed through years of education
and practical experience combined with well-honed people skills, and dedicated determination, is what will bring
about the success that any company is striving for when considering a consultant. This is what I bring to my work,
and what I will bring to your company.
It is not always chronic problems that precipitate the need for a project management consultant. Often the best run
companies find a need for temporary expertise. Part of a lean operation means staffing for the immediate operational
needs, which can leave a gap when special projects like a new operational startup come up. With specific experience
in bringing new operations on line, from conceptualization to full operational capacity, I can coordinate the needed
resources to make the new vision a reality.

3. Business-In-Motion curriculum vitae
Consulting & Project Management
3
Operational Experience
Branch Manager & Interim Regional Manager at Trimac Transportation
July 2007 -March 2016 (8 years 9 months)
In acting as Interim Region manager for Trimac’s eastern region, consisting of 14 branch locations from
Philadelphia to Tampa, which generated revenues of $75m+ annually. This included budgeting and P&L
responsibilities for the region, working with individual branch management to ensure profitability. Work closely
with area shop managers to develop and grow commercialized shop and wash rack locations throughout the region. I
worked with project development and management through branch managers to ensure proper change management
initiatives and implementation. Ensure process and operational excellence. I was also responsible for business
development, having headed acquisition & operational startup of several multi-million dollar accounts.
As branch manager for the Fairburn facility, responsible for management of approximately 75 management,
administrative, and workforce personnel for trucking operation, as well as National Tank Services commercial shop
and wash rack operations. Work closely with the branch manager over the railcar transloading, drumming, and
warehouse operation to ensure smooth operational flow between our two operations. The branch had annual revenue
generations of $12+ million, with my having full P&L management responsibilities, driving change that was
reflected in some of the strongest financial performances within the organization. Of high priority was project
development and management to identify and drive forward change initiatives that furthered the success and
profitability of the operation. My location served as the Regional Hub for South/East Coast region, working closely
with the on sight Regional Manager.
Terminal Manager at CTL_Comcar Industries
2004 -2007 (3 years)
As a terminal manager, I was responsible for management of approximately 25 administrative, and workforce
personnel for trucking operation. The terminal had annual revenue generations of $3+ million, with my having
full P&L management responsibilities. I also managed an onsite maintenance facility operated by 3rd party
Responsible for contract and rate reviews for local accounts.
Terminal Manager at Miller Transporters, Inc.
1998 -2004 (6 years)
As a terminal manager, I was responsible for management of approximately 25 administrative, and workforce
personnel for trucking and shop operation. The terminal had annual revenue generations of $5+ million, with full
P&L management responsibilities. I was trained as an Emergency Responder, acting as designated responder for the
mid-west area. As a dispatcher starting with Miller in Nitro, WV, I was responsible for running a 50+ owner-
operator dispatch, with major shipper accounts including DuPont, Union Carbide, ICL, and FMC.
Projects
Model Branch Certification Project
2008
Model Branch certification is a process through which a branch operation undergoes a project to establish and verify
best practices within their operation. Similar to an ISO certification, this required managing the project start to finish
based on the MB criteria template. Verifying processes, and assigning specific project deliverables to personnel to
confirm and obtain backup documentation for each aspect of the certification. Two recertification projects have also
been completed for Model Branch at the Fairburn, GA branch; one in 2001, and the last in 2014. Recertification is
required every three years.

4. Business-In-Motion curriculum vitae
Consulting & Project Management
4
Start-up Remote Operation- Savannah, GA
2009
This project required the startup of a remote operation in Savannah, GA for a new business opportunity. I
developed, managed, and executed all aspects, with considerable time spent in Savannah in operational setup. I
was wholly responsible for equipment, personnel hiring and training, establishing contractor and vendor
relationships, and business coordination with the new customer.
R-Stamp Certification thru the National Board of Boiler and Pressure Vessel Inspectors
2012
This project involved obtaining the R Stamp from the National Board of Boiler and Pressure Vessel Inspectors for
our shop operation. The primary functions involved initiating and planning, development of the project plan, and
gaining stakeholder approval. My role lessened as the project was turned over to the project leader, though still
requiring my direct involvement through to completion.
Branch Parking Expansion Project
2013
This project required developing specific plans for expansion of equipment parking on our Fairburn site. This was
needed to expand our ability to handle additional business needs. My primary role here was in development of the
plans, with the coordination of our facilities manager, and gaining stakeholder support and capital funding. On site
monitoring of the project through completion, and organization of the additional parking space.
Start-up Remote Operation- Augusta, GA
2013
This project involved transition of all peroxide operations in the south east into a single location in Augusta, GA.
This required a business plan to our customer to gain project approval, development, and initiation, and all levels
of control. This was a remote operation start-up requiring equipment, personnel hiring and training, establishing
contractor and vendor relationships, and business coordination with the customer.
Start-up New Facility- Atlanta, GA
2013
As the property lease on the original location for the Atlanta dry bulk branch was expiring, and the property was
rezoned, the question was posed during the search for a new location as to the feasibility of opening a mega facility
that would capitalize on the available maintenance work in the area. It was also required that it work well in
conjunction with the other Atlanta facility in Fairburn, GA. My primary role was in gaining stakeholder approval
and developing the business case.
Start-up Remote Operation- Central, SC
2013
I headed up the new business start-up at remote location, requiring transition of existing business from incumbent
over to our organization. Specialized training requirements, in conjunction with the customer for all personnel,
screening of existing personnel and hiring of those qualified for positions. My responsibilities also included hiring
new personnel, as well as inspection and maintenance planning for our customer’s equipment.
Business Transition- Fairburn to Spartanburg
2015
My primary role was to perform the necessary analysis to verify the increase in profitability gained from moving
control of this business to Spartanburg, SC. I then worked with local management and supervisors in plan
development and implementation, reviewing progress, and assisting with identifying and procuring needed
resources, particularly drivers.

5. Business-In-Motion curriculum vitae
Consulting & Project Management
5
Model Branch Certification- Holly Hill Branch
2015
Model Branch certification is a process by which a branch operation undergoes a project to establish and verify best
practices within their operation. This was my 1st experience as an administrator of the project for another facility,
with their own project manager. Similar to an ISO certification, this required managing the project from start to
finish based on the MB criteria template. Verifying processes, and assigning specific project deliverables to
personnel to confirm and obtain backup documentation for each aspect of the certification.
Terminal Relocation
2001
Identification of new opportunity to partner with a new tank wash vendor on location. Set up lease agreements and
moved all operations. Set up new offices, as well as shop operation.
Education
American Intercontinental University
Bachelor of Business Administration (BBA), Project Management, 2011 - 2014
Grade: 3.91
Activities and Societies: Summa cum Laude Deans List Delta Mu Delta International Honor Society in Business
AIU Honors Society
Skills & Expertise
Trucking Transportation Change Management Transportation Management Logistics Fleet Management
LTL Freight Truckload Management DOT regulations Container Logistics Management 3PL Shipping
Supply Chain Warehousing Freight Forwarding Dispatching Operations Management Supply Chain
Management Project Management P&L Inventory Management Supply Chain Optimization Contract
Negotiation Process Improvement Team Building Hazardous Materials DOT Compliance Analysis Coaching
Performance Management
Organizations
US Marine Corps
1987 to 1991 Served with Anti-Tank Company, 1st Tank Battalion / 0352
Acting Squad Leader during combat operations in Desert Storm Received Meritorious Citation for combat action
during Desert Storm Honorably discharged at end of contract as E-4
Shawn Stephens
Experienced Professional in the Transportation Industry
770-865-8599 / sha42369@yahoo.com
Contact Shawn on LinkedIn