1. Timothy A. Neal
2777 Hillsboro Blvd, Aurora, Il., 60503
Taneal21@yahoo.com * Cell: 630-200-9903
PROFESSIONAL PROFILE
Driven, results oriented and career-minded management professional with a solid record
of success. Strong leadership and motivational skills; proven ability to quickly build
rapport, establish trust, train and motivate people of all levels. Recognized for
professionalism, positive mental attitude, commitment to excellence. Demonstrated
ability to communicate effectively and efficiently with senior leadership, associates and
customers during several complex projects.
AREAS OF EXPERTISE
 Building Associate/Customer Relationships
 Problem Analysis and Resolution
 Team Building and Leadership of 350-550 Employees
 Brand Loyalty and Corporate Image
 Customer-Driven Management
 Effective Decision Making
 New Business Development
 Strategic/Financial Planning
 Organization/Multi-Project Management
CAREER ACCOMPLISHMENTS
 Multi-building leadership, Campus AGM
 Executive-Management, Production Planning
 Retail-Allocation Planning, Field Manager, Operations Manager
 Developed Leadership Training Program – Processing CoE
 Supply Chain Management–All modes of transportation, logistics, replenishment,
and configuration
 Implementation lead for 11 RDC start-ups
 DC ramp down and closure project lead
 System integration testing, and implementation of mechanization for 2 different
companies
EMPLOYMENT HISTORY
General Manager – Kenco/Whirlpool
January 2016 – Present
 Responsible for entire building operations of one million square feet, 150
associates, and full P&L
 Reduced profit loss by 26-42% each month for the first 4 months of operations
ownership

2.  Hired and placed entire leadership team, setting expectations and ensuring
departmental ownership
 Introduced several Lean concepts for continuous improvements including Gemba
walks, tiered accountability, Hoshin plans, and Tact Boards
 Developed associate suggestion committee and scheduled process
 Increased Total UPMH productivity improvement by 63% in four months
 Created safety committee that contributed to reduction incidents of 15 in the month
of February to 1 in the month of May
Assistant General Manager: RDC 5851
July 2014 – January 2016
 Led all operational aspects for key one
 Ensured key to key alignment by utilizing weekly AGM only touch base
 Improved building communication by developing the weekly Double Door
presentations for all 3 keys
 Collaborated with HR to develop new on-boarding tool for new leaders
 Built strong, stable OM leadership team through weekly structured OM one on
one development meetings
 Building improvements:
o 2014 2nd half UPH 13.8% better than 2013 2nd half
o 2015 Q1 cube increase of 82 cube per load over Q1 2014
o 2015 Q1 UPH increase of 2.2% over Q1 2014 (ramp up 3PL)
o CPU decrease of $0.079 Q1 2015 vs Q1 2014 ($0.632 vs $0.711)
o Net flow increase of 11.5% Q1 2015 vs Q1 2014
o Quarter over quarter SOP audit score continued increase
Campus Assistant General Manager: RDC 5851/SDC 5852
March 2013 – July 2014
 Project manager for all aspects of closing down two buildings to combine into
one.
 Created and coordinated training/transition plan to complete all existing leaders
and associates training on new WMS while continuing operations in existing
buildings
 Led operational go-live for new WMS and developed new processes for all
departments to manage daily tasks
 Worked in partnership with implementation and IT leads to address operational
needs with pilot WMS
 Contributed to weekly senior leadership reporting on state of the building and
works in progress
 Colaborated with IT partners to develop processes to cover defect gaps until
permanent fixes could be deployed
 Coordinated all aspects of Go-Live celebration
Production Planning Manager: Home Depot RDC 5221
August 2010 – March 2013
 Created own analytical tools for forecast recaps, and disposition analysis

3.  Coordinated with all departments and shifts to create a consistent flow
 Managed staffing and GWA allotment for the entire building
 Developed solid relationships with all operational leaders at the peer level
 Demonstrated ability to manage a number of projects simultaneously and be able
to deal effectively with both strategic and operational issues
 Project lead for developing the formal process for conducting a Dock Remap as
well as the playbook for Operations Manager
Implementation Lead: Home Depot
January 2009 to August 2010
 Implementation project lead and functional expert for the processing department
for all RDC project roll outs
 Developed training material, assessments, and daily checklists for management
used in all buildings after Allentown
 Created the process walk structure for the processing area.
 Participated in the CPI team and spearheaded several initiatives
 Trained new analysts and new managers to the implementation team
 Developed the Processing Center of Excellence training used to on-board all new
salaried leaders to the processing department
 Was chosen to lead and roll out the T3 training for the entire RDC network for the
new pallet build and stretch wrap training.
Group Leader: Target Corporation Tyler, Texas
October 2007 to December 2008
 Lead a team of 40 team members through all daily requirements of the
warehousing department in a 1.7 million sq. ft. facility
 Improved pallet moving functions by 23% for each shift by teaching backhaul and
teamwork concepts not being used at this facility.
 Completed analysis of 12 quality indicators and advised on action plans to
improve each. After 3 months of implementing these action plans the building
went from 23rd in the pyramid to 11th and still improving.
Manager of Distribution Operations: Mervyn’s Fremont, CA
March 2006 to October 2007
 Chosen as project partner to change over new WMS for all distribution. In charge
of Inbound configuration and break pack modules.
 Collaborated with IT & JDA resources to re-design our reverse logistics processes
 Tested, configured, trained, and implemented our new warehouse management
system to our distribution centers, and continued support in the months after.
 Awarded the Mars Star for successful integration testing and configuration.
Logistics’ Analyst: Mervyn's HQ Hayward, Ca.
February 2005 to March 2006
 Worked hand in hand with both the vendor community and our merchant
community to improve flow of product from all parts of the globe, to our stores.

4.  Took on learning a new analytical system that analyzed case flow availability.
Used this to double case flow for the Men's division, over 5 months, for a savings
of $50,000 a month.
 Took the case flow tool to the entire company. By changing the flow strategy for
56 key vendors, I created an annual savings of $1.5 million in processing costs.
EDUCATION
Arizona State University: B.S. Business: Supply Chain Management
Certification in Qualitative Business Analysis
Certification in Lean Six Sigma – Villanova University