Michael J. Kelley has over 15 years of experience managing distribution centers, production facilities, and operations. He has a proven track record of increasing productivity and efficiency through process improvements and data analysis. Kelley holds a Bachelor's degree in Business Administration with a concentration in Finance from the University of Phoenix.
Accountable for a multi shift Operation manufacturing Truck Boxes and Tool Chests for global transport. Duties include overseeing Safety records, COGS, Capital Expenditure, Consignment Vendor Managed inventory and Financial and Productivity. Charged with developing and executing a future vision to remain globally competitive while leading 2 Managers and 100 associates.
-Assisted in reduction of past due from 4882 units to 900 units Since January
-Improving On time delivery to customer from 45% in January to 88% in August
-Driving efficiency and cost reduction projects to amount of $1.2M in ABS deck
-Implemented a 5S and Safety chart for daily up keep by associates driving better behavior
-Drove Safety Improvements through department by cultural change which resulted in reduction of Injuries and First Aids by 60%.
Accountable for a multi shift Operation manufacturing Truck Boxes and Tool Chests for global transport. Duties include overseeing Safety records, COGS, Capital Expenditure, Consignment Vendor Managed inventory and Financial and Productivity. Charged with developing and executing a future vision to remain globally competitive while leading 2 Managers and 100 associates.
-Assisted in reduction of past due from 4882 units to 900 units Since January
-Improving On time delivery to customer from 45% in January to 88% in August
-Driving efficiency and cost reduction projects to amount of $1.2M in ABS deck
-Implemented a 5S and Safety chart for daily up keep by associates driving better behavior
-Drove Safety Improvements through department by cultural change which resulted in reduction of Injuries and First Aids by 60%.
Google/Zynga deal drives July financing results: After starting very slowly (just one deal announced in the prior week) July financing increased substantially as a result of the Google/Zynga financing ($100-200 million). Total raised month-to-date is $158.8 million over 12 deals - averaging $13.2 million each. In comparison, total capital raised in July 2009 was $206.5 million, averaging $5.3 million over 39 deals. Excluding Dec 09 and Apr 10, the average monthly total is ~$280 million.
Deals (M&A, Finance)
Google invested a rumoured $100-$200 mm in social game developer, Zynga, bringing that company’s total funding to almost $500 mm (assuming the lower end of the range).
The Gaming sector remains hot – along with Google’s investment in Zynga, The9 Ltd. (Chinese online game developer and operator) invested $5 mm in Delaware-based Aurora Feint (focused on gaming for the mobile space).
A triad of financings in the Social Commerce space this week, including Beyond the Rack ($12 mm), ThredUP ($1.7 mm), and BuyWithMe ($16 mm in a Series B financing).
Sysomos, Canadian social media monitoring firm, was acquired by MarketWire for between $25 mm and $35 mm.
Price performance turns positive
The Web 2.0 public company universe rose this week, with 58% of companies seeing their market cap rise vs. 32% rising and 10% flat.
Google/Zynga deal drives July financing results: After starting very slowly (just one deal announced in the prior week) July financing increased substantially as a result of the Google/Zynga financing ($100-200 million). Total raised month-to-date is $158.8 million over 12 deals - averaging $13.2 million each. In comparison, total capital raised in July 2009 was $206.5 million, averaging $5.3 million over 39 deals. Excluding Dec 09 and Apr 10, the average monthly total is ~$280 million.
Deals (M&A, Finance)
Google invested a rumoured $100-$200 mm in social game developer, Zynga, bringing that company’s total funding to almost $500 mm (assuming the lower end of the range).
The Gaming sector remains hot – along with Google’s investment in Zynga, The9 Ltd. (Chinese online game developer and operator) invested $5 mm in Delaware-based Aurora Feint (focused on gaming for the mobile space).
A triad of financings in the Social Commerce space this week, including Beyond the Rack ($12 mm), ThredUP ($1.7 mm), and BuyWithMe ($16 mm in a Series B financing).
Sysomos, Canadian social media monitoring firm, was acquired by MarketWire for between $25 mm and $35 mm.
Price performance turns positive
The Web 2.0 public company universe rose this week, with 58% of companies seeing their market cap rise vs. 32% rising and 10% flat.
Tech & Innovation @ Boston College - Undergrad Admissions Talk, Spring 2014Boston College
Highlighting programs & recent success in undergraduate programs focused on entrepreneurship, technology, and innovation at Boston College. In the last year BC teams have gone on to TechStars, Y-Combinator, Summer@Highland, raised millions, and launched growing businesses. Field study programs link students with alumni in San Francisco, Silicon Valley, Boston, New York, and Ghana. Nationally-recognized researchers are also master-teachers, many in freshmen courses.
Darpdecade is a platform where fashion lovers swap and share clothes locally, connecting them with like- minded people in their area.
The ‘tinder-like app’ discovers who likes a clothing item in a virtual closet and connects two people if they are equally interested in items in each other’s closets. It is a new way of locating clothes and conveniently exchanging them.
Darpdecade is all about Swapping; get inspired by darp items and swap (exchange) these with other items you have fallen in love with. Swapping is the creation of clothing stories by giving former favourites to strangers in return for NEW THINGS! It’s a way to re-mix your style and infuse some freshness, creating never ending possibilities of self-expression (fashion - styles).
Name: URL: Industry:
Incorporated: Founded: Founding-Team:
Contact: Financial:
Darpdecade
www.darpdecade.com
peer-to-peer marketplace, barter, collaborative- consumption, e- commerce,consignment-fashion
Not Incorporated
May 2013
SQL For Programmers -- Boston Big Data Techcon April 27thDave Stokes
SQL For Programmers is an introduction to SQL concepts, when SQL is a better choice, and a look at the future of databases. Presented April 27th, 2015 at Big Data Techcon Boston
The sharing & collaborative economy: 100 inspiring online/digital peer-to-pee...IKeizer
100 examples of peer-to-peer marketplaces, start-ups, networks and new businesses based on the principles of the collaborative consumption, and the sharing, network & circular economy. Starting communities that care, give, share, swap, reuse, trust and recycle.
10 consejos para montar un Equipo A para una Startup Internet. Texto detallado disponible en mi blog http://francoisderbaix.com/2012/11/26/10-consejos-para-montar-un-equipo-a/
Sobre la revolución tecnológica en el sector financieroFrançois Derbaix
¿Puedes los bancos ser parte del cambio radical que está transformando el sector financiero? Yo creo que no: el cambio vendrá de las startups, y ninguna de ellas nacen en un banco. Entre las innovaciones más exitosas en el sector financiero, como por ejemplo Paypal, Square, LendingClub, Zopa, Clarna, Adyen, M-Pesa, PeerTransfer, Kantox, ... ninguna ha salido de un banco. Aquí van unas pocas páginas que preparé para soportar mi charla en Next Bank Madrid 2013 (http://www.nextbankmadrid.com/).
+ post en mi blog>: http://francoisderbaix.com/2013/06/25/los-bancos-tradicionales-van-a-desaparecer/
Soporte para mi charla en The Founder Institute Madrid orientada a futuros emprendedores o emprendedores en fase inicial.
+ detalles en el post en mi blog: http://francoisderbaix.com/2013/09/24/consejos-para-emprendedores-en-fase-inicial/
Power Your Mobile App: Improve Retention, Engagement and Revenue with Marketi...Marketo
Did you know that 20% of all mobile apps are only used once? With most consumers having 50-100 apps on their phones, how can your company's mobile app stand out from the competition?
Mobile app developers face many unique marketing challenges, including the need to drive ongoing app downloads, installs, and usability improvements.
Check out this presentation from Mike Stocker that will provide examples of companies with mobile apps that have used marketing automation to drive app downloads, user retention, engagement, and monetization.
Calculating Customer Lifetime Value: From Analysis to LoyaltyLooker
Understanding customer lifetime value (LTV) is one of the most complex and important analyses a business can tackle. Every part of your organization affects the outcome of the calculation: acquisition costs, revenue, customer service, and returns.
Learn about:
- Calculating customer lifetime spend. How can you measure customers who've purchased and their distribution of lifetime purchases over time.
- Real-world decisions based on lifetime value. How can you use LTV data to focus marketing and drive repeat purchases?
- Modern web-based analytics tools. What tools can help you foster collaboration, explore data in greater depth, and ensure cross-company use of data to drive smarter growth?
Goal driven manager with a record of achievement. Adept at driving growth of company profits and improving team safety performance. Exceptional coach and leader. Strong Strategic planner, problem solver and persuasive leader. Committed to managing operations and projects flawlessly while consistently delivering desired results, and contributing to revenue producing activities.
1. MICHAEL J. KELLEY
1835 Hibbard St. 510-508-8172
Alameda, CA 94501 michaeljohnkelley@gmail.com
___________________________________________________________________________________________________________
EXPERIENCE:
ThredUp – San Leandro, CA
Distribution Center Supervisor [Contract employee through Aerotek] 08/14 – 02/15
• Managed outbound distribution center staff (50-150 employees) responsible for picking, packaging, and shipping customer orders.
• Increased average daily output by 25% and managed team to multiple record setting production days.
• Ensured optimal staff allocation and efficiency by completing twice-daily headcount reports and analyzing multiple metrics-based
productivity reports.
• Implemented procedures and reporting to aid training to establish warehouse standardization in quality assurance.
• Aided in inventory control by working with the procurement specialist to establish supply levels, consumption schedules, and
delivery times.
• Founded a new safety team to improve and enhance the culture of safety throughout the distribution center and focused on tactical
improvements to physical security and procedures.
• Established processes for daily scheduling, feedback, performance management, and disciplinary actions.
Finelite – Union City, CA 05/11 – 03/12
Production Supervisor [Contract employee through Aerotek from May 16th
until August 31st
]
• Managed multiple departments (approx. 60 employees) in a lean manufacturing warehouse environment and oversaw 4,000 linear
feet of production per day.
• Prepared and delivered daily financial reports to COO and CFO which were essential in tracking progress to production goals.
• Oversaw order progression through all departments ensuring orders were shipped in 10 days or less from order release date.
• Planned the distribution of inventory to maximize production and updated and distributed the daily schedule accordingly.
• Ran a daily production meeting to go over schedule, shortages, expedited orders, and other special production notes. Also
participated in daily meetings with purchasing department to review shortages and incoming inventory.
• Member of the Safety Team, working on evacuation plans and disaster planning.
1-800-GOT-JUNK? – San Rafael, CA 08/07 - 03/11
Senior Operations Manager (10/08 – 03/11)
• Continued all Operations Manager responsibilities (per below) with a 50% increase in territory size, 40% increase in crew size, and
60% increase in truck fleet size all while maintaining a Net Promoter Score between 70-85.
• Recruited, hired, and conducted training for new employees.
• Ran daily meetings to review previous day’s metrics, monthly trending, and quarterly goals.
• Coordinated the move and consolidation of multiple franchise offices into one larger space.
• Implemented monthly scheduling to accommodate larger territory and crew size while improving company profitability by
maintaining an onsite conversion rate of over 90%, beating revenue targets by 4%, and reducing expenditures in dump and labor
costs by 8%, a metric that had not been reduced in over 8 years.
Operations Manager (08/07 – 10/08)
• Oversaw and managed 15-20 truck team members by coordinating schedules, assigning routes, and dispatching incoming jobs
daily.
• Sustained maximum profitability and efficiency through route management consisting of advanced knowledge of territory and job
details, monitoring daily job progress, rearranging the schedule, and constant communication with all stakeholders.
• Coordinated consistent brand marketing message through uniform compliance, advertising placement, and truck parking.
• Responsible for fleet of 8 trucks including general maintenance, scheduling repairs, GPS tracking, supply stock, and cleanliness.
• Performed daily upkeep of financials by submitting revenue numbers, running credit cards, and processing cash outs.
• Improved business relationships and customer service by being accessible at all times.
Brightroom Inc. – Emeryville, CA 12/02 – 08/07
Production Manager
• Managed and maintained the production schedule, quality of products, and inventory control.
• Supervised and managed production team of up to 25 by designating tasks and responsibilities in a warehouse setting as well as
preparing and delivering reviews annually, and as needed.
• Responsible for recruiting and hiring additional production staff to accommodate for increased order volume during peak seasons.
• Ensured efficiency and quality of production by analyzing daily output and overdue order reports and reviewing customer feedback.
• Participated in weekly operational strategy meetings to discuss workflow, new partners, products, and upcoming events.
2. • Implemented new layout of the physical production area to produce optimum efficiency of workflow.
• Negotiated with vendors to attain the best value in all purchases.
• As product output doubled, maintained consistent or improved product turnaround by reducing production time by 80%.
Stay-at-Home Primary Childcare Provider – Alameda, CA 01/13 – 08/14
EDUCATION:
University of Phoenix – Oakland, CA
Bachelor of Science, major in Business, concentration in Finance; GPA 3.92/4.0, Graduated with Honors.
• Delta Mu Delta, International Honors Society for Business Administration
SKILLS:
Mac and PC Operating Systems, Microsoft Word, Excel, PowerPoint, Outlook, Adobe, point of sale systems.