1. DIRECTOR /GENERAL MANAGER - OPERATIONS & LOGISTICS
Process Improvement / Global Supply Chain / Capacity Management / Cost Reduction /
Benchmarking./ New Business Support / Planning / Inventory Control / Vendor
Management / Procurement / Training Six Sigma Green Belt
Operations executive with international shipping experience and proven results in process
improvements, cost optimization and logistics enhancements. Proven expertise in streamlining
tasks, scrutinizing procurement and utilizing benchmarking to create cost controls that lead to
increased profits. Recognized for keeping focus on customer service and maintaining high
ethical standards. Proven track record of:
• Improving processes and control metrics to gain competitive
advantages
• Recruiting, managing and mentoring high-performance, cross-
functional teams
• Applying Best Practices principles to improve productivity and
margins
• Collaborating with Sales and Marketing to help boost revenues
Earned multiple Certifications in Material Handling, Stowage, Vessel Operation and
Maintenance, Firefighting and Safety at the National Sea Training College, Gravesend, England.
Licensed Mariner HAZMAT training. SAP/ISO9001 and ISO14001 experience. Member of
APICS.
Conversant in Spanish and Portuguese.
Selected Accomplishments
Increased Production and Improved efficiencies. Vehicle Services Americas. As Head of
operations increased vehicle modification productivity by 30% while decreasing head-on by 10
to 20 %t. Efficiency gains of 30-40% achieved leading to increase in revenue and contribution.
Developed Global Hub and Spoke concept for Wallenius Wilhelmsen Logistics. Network
Optimization project led to reduced dwell time in trans-shipment locations and decreased global
transit times. This enabled faster to market conditions for clients and a saved millions in
inventory carrying costs.
Reengineered operations for Wallenius Wilhelmsen Logistics. WWL profitability needed
analysis. Determined root causes were outdated processes. Reduced accounting reconciliation
times from 120 days to 45. Revamped vendor payment terms to improve cash flow. Reduced
costs by 27% without sacrificing customer satisfaction rates.
Designed rigid cost control measures in Hapag-Lloyd Brazil operations, saving $6M.
Vendor increases of 10%+ were common place upon my arrival at H-LB. Renegotiated all
vendor contracts. Built business case for freezing rates at current levels and began negotiating
discounts. Saved $2M per year for three years running.
Improved capacity 10% while lowering headcount 40%. Discovered H-LB logistics were
disorganized and spread over four business units. Poor productivity led to customer service

2. failures and increasing operational cost. Redesigned control into one unit. Implemented and
monitored benchmarks. Increased capacity while saving $1M.
Revamped NY/NJ port operations and logistics for Hapag-Lloyd America. Upon taking
position, discovered Port operations team fell short on achieving optimum productivity.
Reorganized according to identified skill sets and core competencies. Instituted benchmarking
of each department, turning group into results-driven operation.
Played key role in merging two post-merger cultures. Company purchased competitor line
whose organization was larger than Hapag-Lloyd. Selected as key player in the integration of
personnel into Hapag-Lloyd culture and systems environment. Built integration plan and was
selected as corporate trainer during this period.
Worked with Sales and Marketing to retain top clients. Hapag-Lloyd sales efforts were
hampered by poor supply chain solutions being offered to core clients, Met with top clients to
analyze logistical issues. Systematically designed customer-specific solutions. Retained top
clients, gaining larger share of their business.
Career History
Operations Manager, (Head of Operations managing Ford Motor Company Account).
WWL Vehicle Services Americas Inc. (a Division of Wallenius Wilhelmsen Logisitcs) March
2014 to June 2015. As operational head managed a department of 100-150 personnel involved
in the processing and production of Import/Export vehicles on behalf of Ford Motor Company.
Directed production and vehicle distribution efforts to ensure all customer KPI's were achieved,
General Manager, Network Optimization. Wallenius Wilhelmsen Logisitcs, June 2012 to
March 2014. Development of logistical solutions focusing on providing factory to dealer
solutions for Caterpillar Inc.
Consultant / Interim GM, Wallenius Wilhelmsen Logistics, 2011. Working onsite in Brazil,
implemented administrative and operational plans developed in April as Logistics Consultant.
Identified KPI targets and reorganized daily operations with a strong focus on execution to
ensure optimum performance of internal and external stakeholders.
Director of Operations and Logistics, Hapag-Lloyd Brazil Ltda. 2007 to 2010. Managed
operations and cost accountability for all ships, marine terminal, depot and value-added
services. Established and maintained budgets of $60M USD while managing 22 direct reports.
Streamlined processes and solved any issues that arose.
Manager of NY/NJ Operations and Logistics, Hapag-Lloyd America Inc., 1999 to 2006.
Directed and coordinated efforts of a nine-person Port Operations department, as well as
ensuring marine terminal performance, including domestic subcontractors such as railroads and
motor carriers. Provided long-term forecasting for all equipment.
Manager of Logistics and Maintenance, Hapag-Lloyd America Inc., 1992 to 1999. Directed
operations for 8000 intermodal chassis operating in North America and 750 portable generator
sets in North and Latin America. Provided inventory analysis regarding existing and future
equipment requirements. Led training and development