Sara M. Custer has over 20 years of operational experience in the food industry, including roles at Revolution Foods, Whole Foods, AG Ferrari/Andronico's, and LivBlends. She has expertise in areas such as order fulfillment, cost management, inventory management, and customer service. Her experience includes positions as Head of Operations, General Manager, and Director of Operations, where she oversaw areas such as production, distribution, procurement, and finances. She seeks a new opportunity to apply her skills and knowledge of food operations, safety, and business management.

1. Sara M. Custer
356 Oleander Ave
Alameda, CA 94502
510-522-8098-h
510-599-1494-c
saramcuster@yahoo.com
 20+ years of operational expertise to ensure achievementof cost, productivity, inventory accuracy and
timelinessof execution. 15 yearsof successful contributionsto foodcompanies, including Revolution
Foods, Whole Foods, AG Ferrari/Andronico’s andLivBlends.
 Knowledge andexperience withbusinessprinciplesinvolvingorder fulfillment, customer disruption
avoidance, costmanagement, efficiency contributions, service performance, crossteam functionality,
SKU management/warehouse space managementandcustomer integration/realignment
 Knowledge of raw materials, production processes, quality control costs, and other techniquesfor
maximizingthe effective manufacture anddistribution of goods.
 Reporting of all metrics, KPI’s, Customer Service Opportunities andany other reports as desired.
 HACCP, Food Recall Procedures, FoodSafety, CCOA certification, Best PracticesandGMP’s.
November 2014-October 2015 LivBlends San Francisco, CA
Head of Operations
A technology/foodstart up providing healthy, nutritiousandfast foodssuch as smoothies.
 Ensure that the strategic and businessobjectives, as well as the valuesare put into practice
 Responsible for overseeing procurement, production, automation, payroll, managing the HR function,
helping andcreating organizational andprogrambudgets in collaboration withthe CEO andother team
members, and undertaking other miscellaneoustasks asand when they arise.
 Work withthe staff team, and contribute to the developmentandimplementation of organizational
strategies, policiesandpractices.
 Plan, direct andmanage the performance of all internal operations, so as to maintain anddevelop business
growth in accordance withthe overall strategy.
 Laidoff due to funding shortage andlack of work
May 2014-November 2014 Blue Apron Richmond, CA
Head of West Coast Operations
A start up providing the opportunity to cook nutritious, deliciousmeals.
 Manage the West Coast Operation, frompeople, costs, processes, plans, expansions, growth.
 Ensure businessgrowth through directing andmanaging businessoperationsactivitiesto ensure these
are deliveredin accordance withthe organizational strategy.
 To plan, direct andmanage the performance of the company’soperations, asdictated by the overall
strategy, so as to maintain anddevelop businessgrowthin accordance withthe agreed businessstrategy.

July 2013-May 2014 Revolution Foods Oakland, CA
General Manager
Revolution Foodsdeliverstasty andhealthy meals and nutrition education to schools andprograms acrossthe
country.
 Manage commissary, warehouse, distribution, logistical, transportation and operational aspectsof the
company.
 Manage safety, workman’s comp, repairsandmaintenance, HACCP, OSHA, FDA andlocal inspections, as
well as P&L andsales.
 Work withExecutive Teamto move company to a profitable level, by expense controls, KPI development
and application, salesgrowthand morale maintenance.

2. November 2011- July 2013 AG Ferrari Foods/Andronico’s Market San Leandro, CA
Director of Operations
A.G. Ferrari Foods is a Specialty foodsstore, with product ranging fromlocally sourcedfoodsfromCalifornia, to
domestically made artisanal meats & cheese, to imported goodsfrom dedicated purveyors.
 Manage commissary, warehouse, distribution, logistical, transportation andoperational aspectsof the
company.
 Manage safety, workman’s comp, repairsandmaintenance, HACCP, OSHA, FDA andlocal inspections; both
at the corporate and retail levels.
 Work closely withthe CEO to bring the company to a positive cashflow followingthe emergence from
bankruptcy (Oct. 2011).
 Work closely withownership group to grow salesand compsat retail sighs.
 Work withCEO, CFO andCOO to move company to a profitable level, by expense controls, KPI
developmentand application andmorale maintenance.
October 2008 –November 2011 PCC Logistics Oakland, CA
General Manager
PCC Logisticsisa full service third party LogisticsCompany, providing container freight, trucking, rail andspecialty
services; handling import, export, refrigerated, over-dimensional, andgeneral cargo.
 Heavy rail car andtruck traffic to export product fromPort of Oaklandby steamship lines(domestic and
international export)
 Customs Bonded work, CES, andCET exams, import andexport work, LTL, and full truck load
transportation over the Continental US
 Managed100+ onsite union andnon-union employees; preparing work schedulesandassigning specific
duties
 Instituted a reduction of cost, resulting in an increase to bottom line within the first 6 months of
restructuring the facility
 Reducedheadcount, increasedefficienciesthroughcross training andaccountability aswell as continuous
improvementmeasuresand plans
 Full P&L responsibilities
 Grew revenue from$50 million to a projected $75 million fiscal year end2010
August 2007 to October 2008 TJX Companies Inc. Las Vegas, NV
Director of Operations
Fortune 500 company, the TJX Companies, Inc. isthe leading off-price retailer of apparel andhome fashionsin the
United States andworldwide
 Managedthe processing of merchandise to ensure that volumesof goods sent through the Distribution
Center maintainedstandards of quality, efficiency andcost-effectiveness.
 Ensuredadequate standards of morale conducive to maintaining highlevelsof motivationfor all
associateswhile being involvedin the performance appraisal process.
 Developedmanpower andproduction plans.
 Plannedandmonitoredbudgets.
 Responsible for overall execution of businessplan of growing retailer in a 1M sq ft warehouse withfocus
on strategic planning.
August 2006 to August 2007 Earl’s Organic Produce San Francisco, CA
Director of Operations
A leading Bay Area wholesaler of certifiedorganicproduce, withcustomers of all sizes – from the natural foods
co-op to the independentgrocery to the national chain store .
 Responsible for overall execution of businessplan. Growth, Mentorship, Productivity, P&L, Cost
Reduction, Hiring, andoverall performance of an Organic Produce wholesale businesswithgrowth of 15%
YTD.

3. August 2001 to August 2006 Whole Foods Market San Francisco, CA
General Manager
Whole Foods is the world's largest retailer of natural and organic foods, withstores throughout North America
and the United Kingdom.
 Responsible for 180+ Team Members andTeam Leaders in both distribution and production, 23 Regional
stores-both domestic andinternational, growthof warehouses, distribution, transportation,
administration, andbuying teamDirectors.
 Achievedcontinuedgrowthin sales year over year, setting and achievinggoalsandbudgets for all
departments, oversee regional fleet, negotiate vendor contracts, CAPEX andOPEX budgets, budget, P&L,
new store openings, locating new property for upcomingstores, help with designing warehouse/receiving
areasfor stores- both new andold. Steering committee member for Distribution 400/Structure 250
programsfor company growth.
November 1999 to August 2001 Webvan Group, Inc Foster City, CA
Director of Operations.
Online grocery delivery service in operation from1999 until 2001
 Responsible for budget creation/allocation. Had9 managersand300 couriersto oversee-created and
administeredexempt evaluations, andhelpedcreate non-exemptevaluations.
 Responsible for growing businessandexecuting flawlessly. Responsible for increasing volume andreducing
costs.
 Improvedcustomer service andrelationshipsbetween vendorsandcustomers. DevelopedBest Practices
for the stations.
 Created reporting systems to track company progress, developing a training programfor the management
group, customer service, sales/promotions, OPEX reductions, P&L, fleetmanagement, contract
negotiationswithcontractcompanies.
 Act in the capacity of GM in hisabsence. Responsible for fostering communicationsbetween Distribution
Center, HQ, Customer Service andTransportation.
 Work closely withthe Distribution Center Executive Managementstaff to promote successesfor the
company.
March 1994 to November 1999 FedEx San Francisco, CA
Manager of Station Operations.
Global Shipping/LogisticsManagementcompany
 Responsibilitiesinclude hiring/training of employeesandmanagers
 Act in the capacity of Sr. Manager in hisabsence-inwhichwe won Demonstrated Best
 Practiceson numerousoccasions.
 Lead manager for the station
 Teachan ASPIRE classfor employeesinterested in management, leadthe Internal Audit- which
 we passed, taught classes at the Districtlevel,
 Workedclosely withmy Sr. Manager.
EDUCATION: IndianaUniversity, Bloomington, Indiana. Political Science
HOBBIES: Gardening, reading, travel, volunteering atmy children’sschool, sports, volunteer efforts with
community outreach-foodbank, soup kitchen andlocal women’sshelter.