This document provides a summary of Kenneth J. Bowers' experience as a senior transportation operations executive with over 20 years of experience managing large multi-location operations. He has a proven track record of driving success, growth, profitability and change. His core competencies include P&L management, turnaround management, software implementation, and strategic thinking. He provides examples of achievements such as improving on-time percentages and negotiating equipment lease changes that resulted in savings.

1. Kenneth J. Bowers
Detroit, MI
Email: kjb77@Hotmail.com
http://www.linkedin.com/pub/ken-bowers/14/b35/a3/
586-265-4878
Senior Transportation Operations Executive
Summary
Resultsdrivenexecutivewith more than20 years of experience managingmulti-location,large operationstodrive
success, growth,profitabilityandchange.ProvenSuccessmanagingacquisitionsandtheirintegration,aswellas
implementingtechnologytopromote growthand improve performance.
Core Competencies
 P&L Management
 Turnaround Manager
 Software Implementation
 Domestic and International Logistics
 Integration of Acquisitions
 Game Changing Manager
 Strategic Thinker
 Strong Leadership
 Cost Reduction and Revenue Enhancement
 Operations and General Management
 Staff and Driver Development
Achievements
 Directed Technology selection/implementation for 3 Motor carriers to optimize operations and reduce costs including 7th
largest LTL carrier in US.
 Improved carrier On-time Percentage from 82 % to 97.99 % exceeding customer minimums in less than 6 months.
 Negotiated equipment lease changes resulting in immediate $ 1.03M savings year first 6 months and $ 8.2M over 5
years.
 Directed selection/implementation of Electronic HOS audit system integrating oversight for 19 operating units and
reducing driver feedback from 5 months to less than 1, saving over $ 250 K first year.
 Created Operations plan to build network for major LTL operator, utilizing 1,500 drivers to provide on time service to
over 175 terminals including conversion to twins and triples, mobile com and network modeling.
Professional Experience
ContainerportGroup-Detroit,MI
TransportationManager(10-2015 – present)
Directedrevampingof operationstoincrease revenue,enhance marginandrebuildstaff andoverallperformance of the unit.
 Turnedaroundrevenue performance inunder30 days.
 Reducedbillinglagfromahighof more than60 % of billingover7daysto lessthan30% withat timesachievingaslittle
as 4 % of billingover7days.
 MaintainedRevenuelevelsattargeteverymonth includingachievingasmuchas 33% overbudgetevenpriortoadding
to fleetsize.
 Increasedfleetsize aheadof targetedplandate.
One WorldLogistics- East Liberty, OH
General Manager- (02-2015 – 10-2015)
Directedrevampof $ 85 M carrier/ Logistics companythathad lostover$ 2M in prior18 months.
 Restructuringplanincludedresettingoperationsplansandstructure,negotiatingnew equipmentleasestoreduce
costsby 65% froma spendof $ 5.5M annuallytounder$ 3.5 M.
 Improvedservice from82% to 97.99 % in lessthansix monthsmeasuredagainstmajorcustomergoal of 97.
 Reducedfleetsize by14 %throughimprovedutilization
 Reduced fuel spendby15% in first90 dayswithaggressive fuelmanagement,educationandspecsresets.
 Introducedsystemwide online trainingandrevampedthe safetyprocessesandprograms.
PalogixSupplyChain- Detroit, MI
OperationsManager-(03-2014to 09-2014)
Responsible for“retrofit”of largestoperatingunit inAutomotive grouphandling IBlogisticsforSeatingplantoperatingona
“buildtoorderplan”servicing4manufacturingplantlineson a24/7 basis.Re-organizedandre-structuredcarriersupplybase
and schedulesimproving service from70%on time toover95%. Managedmore than 20 suppliers (TL,LTL,LCL, Package),
movingover300 full loadsand multiple shipments onaJIT basis, withdaily/weeklyadjustmentstomatchbroadcastproduction
requirements feeding3assemblylines.

2.  Ledturnaroundof accountto profitabilityin lessthan90 days,becomingmostprofitable account ingroup.
 Restoredcustomerconfidence andprevented theirlikelychange tonew logisticsprovider.
 Trainedandestablishedpermanentteamtomanage in 30 days.
Roadrunner Transportation System-Cudahy,WI
Directorof Corporate Safety/RiskManagement (2012-2014)
Organized andledsafety/leadershipCulture summitto “Change the Game”acrossdiverse groupof 19 operatingcompanies
resultingin"GamechangerChallenge"program,thatincluded over100 regional/local safetymeetings.Managed9Directors,
supportstaff of 6; supporting19 Operatingunitswith 3,300 plusOwner-OperatorsacrossNorthAmerica.
 Revamped/streamlinedorientationsaddingtopiccoverage andreducingcost. Establishedlowcostonline Driver
trainingandexpandedlocations forOrientation training.
 Selected/implemented logauditing,crashrecordkeepingandSafetydatacollectionthatintegrated19operating
companies withonline reporting;completingprojectinlessthan1 yearto provide feedbackinunder30days to all
driversandmanagers while savingover$250 K.
 ImplementedElectronicDQfile systeminunder6monthscoveringover3,300 existingdrivers.Successfullymanaged6
FMCSA auditsincluding5back to back withno loss of Safetyratings.
 Managedsuccessful integrationof Safety/Riskfor7acquisitions.
 ReducedDepartmentexpenseandoverall staff size throughtechnologyimprovements. .
 Establishedplanand ledteamthatdesigneddrivermetricsand teamanalytics.
 Successfullymitigatedmultiplemulti-milliondollarclaimsandpost-crashlossesinheritedfrompriormanagement.
ATR / D & M Logistics-Detroit,MI
Vice PresidentSales&Marketing/TransportationSafetyPractice Leader-(2007-2012)
IncreasedSalesforboutiqueDriverLeasingandSafetyconsultancybyseveral millionannuallyinless than3yearsadding
multiple fortune 100Logistics/SupplyChainfirmsascustomersandexpandingoperationsfrom2locationstomore than12 and
from1 state to4 state operatingregionwithover300 leaseddrivers.
 Doubledsize of small carrier(D&M) from1 locationand6 units;to2 and as manyas 25 operatingunits/drivers.
 Created“RetainedSafety”productthatincreasedSafetyclientbase generatingintermittentrevenue tomore thana
dozengeneratingconsistentmonthlyrevenue stream.
 SuccessfullydefendedorRestoredRatingsforSafetyclientsinover10FMCSA Safetyaudits.
CTII /Central Transport-Warren,MI
Directorof TransportationServices-(1998-2007)
Responsible forTerminal-to-Terminal Line services LTLcarrier groupoperatinginU.S.,Canada, andMexico.Led55 direct
reportswho:planned,Dispatchedanddirectlymanagedupto 1,500 driversin 30 operatingunits;aswell asoutside carriers
and Brokerage of loads.
 CreatedCentral Dispatchand Networkmanagementsystemtohandle 8,000 to 10,000 loadsper weekservicing upto
216 facilitieswhileintroducingfirstscheduledterminal- to-terminal service standards.
 Selected/ImplementedTechnologytocontrol networkusingpre-planningmethodwithintegratedsettlementsand
payroll inunder6 monthstoensure Y2K success.
 Managedbudgetsof up to $165 M annually.ReducedLine Haul costsfrom:45 % of revenue toaslow as29 %;and an
avg.of 33 % annually all withinfirst12monthsof Networkplanchanges.
 Revampedrecruitingmodel andstaff maximizingreturns/hiringsuccess.Created centralizedapplicantcall center,
Work FlowSystemwith100 % visibilityof applicantstoall stakeholdersincludingprogresstowardhire. Implemented:
jobfairs,XM/Siriusradio,nationaladvertising, Internet, printandnew mediawithdirectedfocus.
 Created“one stop”driverhelpdesktoassistpersonnel inresolving problems.Established “On-Boarding”processto
retain/engagedriverswithparticipationof Operations,HRandSafety.ImprovedRetention35 %.
 ConductedRecruitment/Retention “Summit”withAffiliatedCompaniestoshare ideasandprocessesfordriverhiring
and retention.
 DevelopedLoadProjectionSystem. Implementedfirstmetricsmeasuring:service,driverattendance,equipment
utilization,and terminalontime service.
 Lednetworkintegrationof acquisitionwith11state westernUS operations intosystemandsubsequentexpansion.
 Directedstart-upof LCV operations,(triplesand turnpike doubles) completing projectinunder1 year.Established3rd
PartylogisticsoperationsmovingvolumestoRail withoutlossof service quality.

3.  Reduceddeadheadfrom20 % or more to annual rate of 12 %.
 ImplementedfirstISO-9002qualityprogram.
ChallengerMotorFreight(U.S.) INC.-PortClinton,OH
Directorof US/MexicoOperations-(1993-1998)
Responsible for6US centersandall Fleets:TL,LTL, specialized anddedicated,operating300plusunit US basedfleetservicing
US, Canada and Mexico.Managedall customerservice programs/staffingandtrainingforUSDivision. Managed:budgetof:
$28M; revenue of upto$ 38M witha staff of more than77.
 P & L Responsibility. Setservicestandards,metrics.Designed/implementedsystemintegratingall operations with
electronicpre-planningwhile reducingcost.
 Reducedemptymiles,increasedutilizationenhancingrevenue permile by5 %.
 Increased revenue forMexicoaccounts40%byreducing inactive trailerdaysfrom35 to 14.9 incountryand 6.1 at
borderto 4.5.
 Personal Salesportfolioof over$2M annual revenue.
 Established startupof inter-modal Supplierreducing linecostsby25 % on keylanes.
Directorof Safety (1year):Responsible forSafety/risk/recruiting/trainingforUS fleets.
 Instituteduse of:JobFairs, “Road”recruitingsystem.Responsibleforsafety,claims,insurancemanagement,policies
and programsforUSA/Mexico.
 Reduceddriverturnoverby50%, while upgrading driverbase significantly.
 Createdentrylevel drivertrainingsystemtoadd applicantswithoutpriorexperience.
 Increaseddriverbase forfleetexpansionof 35%.Re-designedsubstance abuse:testing,policiesandprograms
reducingcostby35%.
Canada Transport/ Ryan Transportation Group-Livonia,Michigan
Directorof Personnel Safety&Laborforthe UnitedStates (1985-1993)
Developed/designedSafetytraining/compliance for6U.S. and3 Canada divisions.
 Turnoverrate lessthanhalf of industryaverage (under45 %).
 PreventedStrikesatall unionizeddivisionswhile negotiatingindustryleadingcostefficientwage plans. Improving
employeerelations.
 FoundedjointUnion-CompanyEIPtoimprove companyperformance.
 ImprovedBenefitsplanswithsavingsof 25 % annually.
 Oversaw rapidintegrationof multiple carriersintogroup.
 Designed/implementedhiringplantoadd300 driversin15 terminal expansionsin lessthan 12 months.
Operations: Responsibilitiespriorto assumingabove positionincluded: OperationsManager,AirFrightdispatch,
Supervisionof Cross-dock;LTL,P&D,Expeditedshipment,JIT-TLandline haul operations,containerandMaintenance.
Education
The OhioState University –PolySci/Pre-law,completed3.25 years
Training
MichiganState University- CourseworkinLaborRelations,AccidentInvestigation
WilfridLaurierUniversity- FinancialManagement
National Committee forMotorFleet SupervisorTraining,ATA,MTA,PHMSA,USDOT
ISO9002/TQM
MS Office- Proficiency
TMS Systems- TMW(all),Agillence,MercuryGate,Sylectus, Superspin andothers
Honors:Finalistseveral timesforSafetyProfessional of the Year – MTA FleetSafetyAwardsachievedbyCarrierProgramsfrom:
TCA,NSC,ATA,MTA,Trailmobile,variousInsurers.