Roger Cabello has over 20 years of experience in operations management and leadership roles in the transportation and logistics industry. He holds a Bachelor's degree in Business Administration with an accounting focus from Texas A&M International University. His career includes positions as a terminal manager, service center manager, freight operations manager, project manager, and various supervisory roles. He has a proven track record of optimizing operations, improving productivity and efficiency, and achieving goals.

1. Roger C. Cabello, III
717 Lapis Lane
Laredo, TX 78045
(956) 251-0324 or (956) 898-6844
rogercabelloiii@gmail.com
OBJECTIVE
To be selected by a team where I may provide daily leadership and direction to support the team in solving
problems in operations and sales. The support will be geared towards achieving short and long term goals on
an on-going basis.
QUALITIES
Have experience in producing winning numbers in operations and sales while working under heavy / high-
stress workloads and in optimizing existing resources to secure team goals. Consistently strive to utilize and
leverage: an entrepreneurial spirit, relationship building, flexibility, open-mindedness, creativity, and
innovation to motivate and earn buy-in from internal and external customers in order to achieve continuous
improvement at all times.
EDUCATION
Texas A&M International University - Laredo, TX – August 1996
Bachelors in Business Administration – Accounting
SKILLS AND ABILITES
 Through my experience using business intelligence software like Microstrategy or Excel able to
gather and organize data into information in an audience specific fashion in order to achieve
understanding and invoke the desired action from internal and external customers.
 Proficient in Spanish (written and oral). Have working knowledge of Mexican culture including
Mexico business customs & norms and government customs
 Hold a Texas CDL Class A. With Doubles/Triples Endorsement. Former Inspector for Annual
D.O.T. Inspection for Commercial Vehicles. Familiar with CSA and Hours of Service Law.
WORK EXPERIENCE
March 2015 – Present Terminal Manager Central Transport, LLC
Responsible for all operations in an LTL Trucking Facility on the US / Mexico Border. In an operations leadership
role providing direction to all internal and external customers while ensuring their satisfaction with the job as well
as satisfaction of the customer with our product. Work closely with professional drivers, first line supervisors,
dedicated account executives, and the leaders of the supply chain partners we serve by providing support at all
times of the year.
October 2014 – Present Manager, Capital Assets & Audit Cabello Enterprises
Determine remaining useful life of current capital assets including real estate, buildings, and commercial truck
fleets. Identify adequate replacement where needed. Set up processes with maintenance manager to get the
best use of equipment procured. Work with project manager to determine if real estate, buildings, and fleets
are being utilized to its maximum potential as currently set up. Help team determine level of feasibility in
various projects by comparing the forecasted cash in/out flow streams to determine the setup with the best
yield/roi to the firm as well as the lowest logistical impact to reduce/eliminate unnecessary moves by utilizing
lean principles. Support General Manager in continually improving loss prevention processes and identifying
best training practices for field and office human resources.

2. September 2012 – October 2014 Service Center Manager AAA Cooper - Laredo
Work daily in a leadership role providing direction in a way to empower or engage all team members to continually
improve effectiveness and efficiency in a safe LTL operation. Provide support for all roles including Sales.
Supervised 1 Account Executive with efforts to bring in business that would best fit the terminal’s freight mix,
inbound/outbound balance, while keeping in mind backhaul/headhaul lanes as well as system needs. Also
coached Account Manager to exert efforts on continually improving yield of existing accounts. Departments with
direct reports included office, personnel, dock, P&D, and linehaul. Emphasis was on accelerating and being on
time with our LTL Cycle. All linehaul, P&D, and dock operations coached to a safe and productive rate of work.
Vendor relations, execution, and auditing for accuracy done. Service Center always kept in a clean and safe
condition as well as compliant with OSHA and local hazmat regulations including compliance with Fire Marshall.
Weight and Inspections programs kept in compliance and also assisted this new department develop processes
to audit class and stated weight. Terminal #1 in the system in reweigh capture or in top 5 at all times.
October 2010 – August 2012 Freight Operations Manager Con-Way Freight - Laredo
Recruit and train drivers, supervisors, office clerks, and dock workers. Provide continuing education to same
employees at domicile service center and other service centers within the region. Keep the work force engaged
in performing in a workmanlike fashion. Keep supervisors focused on changing goals. Ensure resources
necessary for all to succeed exist and do not run out. Develop processes for standard jobs to achieve optimal
effectiveness and efficiency. Work with departments such as Safety, Corporate Security, Human Resources,
and Risk Management to mitigate the company’s exposure to any liability. Manage daily on outbound dock
operations team to build outbound loads that try to achieve the following: direct load to 2nd
distribution center,
coach to load in a manner to eliminate damage and unnecessary stress to shipments, and encouraged safe
loading and weight distribution. Efficiency is achieved through daily communication with the dispatcher in order
to manage workloads. Effectiveness is secured by achieving understanding of the importance of ON-TIME
linehaul dispatch and continued tracking of driver “out the gate” compliance. Ensure team members have
required tools and supplies ready before shift start to optimize the time of each dock worker. Continually study
freight mix and familiarize myself with repeat freight to be ready to “capitalize” on loading freight mixes that will
maximize the cube and improve load average. Routinely challenge all team members to try becoming a little
more efficient each day by offering ideas on possible improvement, loading faster or more efficiently, or finding
ways to improve activities affecting the terminal’s “report card”. Engage team members in daily decisions so
they feel ownership of the operation. Inspect what we expect by questioning any behavior or action not
conducive to securing team goals and documenting progressive discipline matching severity of the issue.
April 2009 – October 2010 Project Manager AMP International, Inc. - Laredo
Create and execute project work schedule and revise to meet changing needs. Identify resources needed and
assign individual responsibilities to supervisors. Manage day-to-day operational aspects of project. Review
deliverables prepared by team before passing to client. Prepare for coordination meeting with other trades, the
architect, project engineer/inspector, and the construction manager at risk. Implement and enforce quality
assurance procedures. Eliminate exposure and risk on project.
Oct 2007 – April 2009 General Manager U-Haul International - San Antonio
Secure new business by matching customer needs to U-Haul products and services. Interpret Profit & Loss
Reports to utilize information for focusing team member activity where the focus was required. Differentiate U-
Haul from competition via tele-selling. Create employee work schedule. Manage productivity and motivate
efficiency. Forecast equipment needs and ensure equipment size and quantity at the center matches workload.
Ensure supplies in shop are maintained at an optimum level to stay productive without overstocking. Organize
shop and yard to facilitate optimal productivity. Sell to the general public on the retail floor.
April 2004 – Dec 2007 P&D Manager (ASCM) FedEx Ground - San Antonio

3. Worked in a leadership role as Assistant Service Center Manager of facility with 125 team members. Primarily
responsible for managing dispatch operations and securing goals including: achievement of at least 98.5 or
better on time ratio. Engineered routes for optimum pickup and delivery capacity
Improving utilization of established safe practices, improving miles driven per reportable accident, ensuring
compliance with DOT, OSHA, and internal Safety Department by holding weekly meetings, forming a safety
committee, educating on the benefits of a safety culture, and leveraging safety reward program.
Forging and maintaining positive and mutually beneficial relationships with local pickup & delivery drivers and
over-the-road linehaul contractors.
For FY07, was instrumental in recapturing the Service Quality Index Award as well as the Critical Items Award
for my San Antonio Service Center. Helped terminal achieve Customer Service Excellence Award for the first
time ever at this building for 4 months out of 12. No other “big market” facility in the region has attained this
award.
Engaged Service Managers daily in setting expectations and inspecting for what was expected as the outcome
in operations, safety, performance, and compliance.
Trended data to identify repetitive failure (or weak links) in the areas of service, performance, accuracy, and
compliance to identify where to troubleshoot for new or improved processes
Service Manager- Pickup & Delivery & Inbound / Laredo, TX
In charge of performance of Inbound Dock operations and P&D Operations. Recruited and trained package
handlers to be more efficient and thus productive by eliminating wasted movement and needless trips. Inbound
dock achieved a dispatch time that was expedited by 45 minutes earlier even though we experienced a 50%
increase in freight volume. This provided P&D with an opportunity for increased success. Ensure all supplies
and materials are present and not wasted.
Service Manager – Outbound / Laredo, TX:
In charge of Outbound Dock Operations. Improved Packages per Loader Hour from 150 to 200 by improving
training program in proper loading and stacking methods. Load Factor dramatically increased on outbound
loads, recognized by Region Director for this on several occasions at Senior Manager staff meetings.
February 2000 – April 2004 Sales Representative Roadway Express - Laredo, TX
In charge of identifying profitable business opportunities in my sales territory by fostering relationships with
current accounts and prospecting for new business with new accounts by working to become a logistics
solutions provider to medium and large manufacturers in Mexico and the USA. Ultimate goal was to become
a business partner, not a mere supplier.
Showed customers how utilize all tools made available to them by us and how to properly quote in order to avoid
customer dissatisfaction.
Territory achieved and penetrated quota furthest than all other territories.
Sold via visits and phone calls to decision makers at manufacturing facilities abroad and locally.
Was a catalyst in facilitating corporate team selling by our Corporate Account Executives to American companies
new to trans-border logistics into Mexico and the world. I.e. raw materials from US plant to border for Customs
Clearance and on to Mexico plant and back into the USA with a finished product
Dock Supervisor - Outbound / Laredo, TX
Decreased damages and increased productivity by reengineering air bag system. Reorganized dock to get
proper use of dunnage without wasting time. Improved turnaround for over-the-road drivers by managing proper
loading order and dispatch order of headloads, truckloads, and time critical loads.
Ensured billing is done in an order that will help the dock operation succeed. Also ensured waybills have no
classification errors and are in compliance with DOT and Hazmat regulations. Improved Load Factor by loading
the optimal freight mix in a selective manner.
Dock Supervisor - Inbound / Laredo, TX

4. Coordinated with Planner and Operations Manager to build optimal Pick-up & Delivery routes by 8 AM.
Conducted pre-shift meetings, assigned switches to 2 yard hostlers, and unload assignments to 20 dock
checkers in a way that best utilized each worker’s strength while ensuring Teamster Union rules were not violated
and to avoid grievances. Motivate workers to achieve productivity standard. Called linehaul drivers off rest
within DOT regulations to get our outbound loads out.