Highly motivated individual with strong leadership skills and a passion for success. Experienced in team leadership roles and exercising quality team work. Dedicated to fire prevention, protection and safety. Certified and trained by professionals the knowledge of safety procedures, applicable codes, and firefighting techniques. Versatile, confident, and personable communicator in all settings. My goal is to become a honorable firefighter.
CSUDH Toro Sportsmanship Award (2012)
CSUDH Gold Glove Award (2011)
Daily Breeze First Team All Area Football - Quarterback (2003-2004)
Daily Breeze First Team All Area Baseball - Utility (2003-2004)
Youth Football Coach - Mas Fukai Park 2018
Mentor - El Camino College Fire Academy 2018
Beach City Baseball Academy special needs coach 2017
CSUDH Student-Athlete Advisory Committee Baseball Rep 2011-2012
MS Word | MS Excel | MS Powerpoint | QuickBooks | Social media | Public Speaking | Leadership | Athletic | Nutrition | Semi-Spanish language
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Experienced executive manager with strong leadership, commercial approach and relationship-building skills. During last 12 years holding senior management positions within General Management and/or Aftermarket and Retail Development with responsibilities for qualitative and commercial results.
Within current assignment having overall Aftersales and Retail responsibility within the Wielton Group. It embraces management of the local team in Poland, responsible for all Aftersales and Retail activities connected with Wielton products in Europe and Africa. It also embraces cross-functional management of the Aftersales and Retail staff across the Wielton Group companies all over Europe and Africa and Aftersales support for entire product range in the Group. Have the responsibility for creation and further implementation of the Wielton Group Aftersales Strategy.
Particularly skilled in implementing changes, restructuring and/or building new structures.
Polish-German Education Center was a 2-years post high-school Colleage with the main topics of Management and Economics and it was a joint Educational Project between Poland and Germany including tailor-made apprenticeships in Germany for students. I have completed studies with mark 4.0 (out of 5.0)
University of Wroclaw is on the Top 10 in the ranking of all Universities in Poland
I have studied Social Communication and Market Research in the Institute of Sociology. I have completed studies with the final mark of 4.5 (out of 5.0)
Link to University of Wroclaw: http //uni.wroc.pl/
Link to Ranking: http //www.perspektywy.pl/RSW2016/ranking-uczelni-akademickich?strona=0
Establishing entire Aftersales set-up for Buses, including Spare Parts Warehousing, Spare Parts Distribution and support for end Customers.
Successful start-up of the Distribution Center in Wroclaw, Poland. Successful integration of Renault Trucks and Volvo Bus business into existing Volvo Trucks set-up. Best quality KPI's in Europe.
Successful start-up of the Distribution Center in Moscow, Russia. Successful integration of Renault Trucks, Volvo Construction Equipment and Volvo Penta into existing set-up. Successful change of the entire supply chain for all brands, resulting with the guaranteed Customs lead-time of 1 day and stable total lead-time from supplier to an end Customer (best performance among all competitors in Russia).
Spare Parts Sales record ever in Volvo Group Trucks in 2013. Successful integration of Renault Trucks' Commercial Aftersales processes into Volvo Group's existing set-up. Significant development of the local offer within "One Stop Shop" concept resulting with 5% sales increase.
Opening of the wholly owned Volvo Group Truck Center in Almaty and bringing it to the profitable level within less than 1 year. Successful launch of the supply chain for Spare Parts from Russia (instead of Belgium and France) resulting with the lead-time decrease from 45 to 3 days. Successful restructuring of the Market Company to gain the efficiency and increase of the revenue on the idle Market. Successful launch of Marketing activities for the new Volvo FH and new Renault T-series.
Successful launch of the completely new Price List for Spare Parts for the Russian Market. Spare Parts as well as Service Contracts sales growth (penetration) on the market with rapidly lowering population and short-term business perspectives. Customer Satisfaction increase in Russia for Network/Workshop performance (Heavy Trucks Survey & Customer Care Survey).
Succesful management of the project resulting with an opening of the new Training Center for Volvo Trucks, Renault Trucks and Volvo Penta in Zelenograd (near Moscow).
Bringing Renault Trucks Russia retail to 6th place in the RTEC 2016-2017.
Lifting Volvo Trucks Russia retail from 18th to 5th place in VISTA competition 2017-2018.
Creation of the Wielton Group Aftersales Strategy 2020-2025 and getting it approved by the Supervisory Board of the Company.
Succesful launch of the new logistic set-up for Spare Parts in the Group.
Succesful launch of the first ever Price List for Spare Parts in the Group
Succesful implementation of the new Workshop Agreement for the Group.
Have overall Aftersales and Retail responsibility within the Wielton Group. It embraces management of the local team in Poland, responsible for all Aftersales and Retail activities connected with Wielton products in Europe and Africa. It also embraces cross-functional management of the Aftersales and Retail staff across the Wielton Group companies all over Europe and Africa and Aftersales support for entire product range in the Group. Have the responsibility for creation and further implementation of the Wielton Group Aftersales Strategy.
Worked under the management of the Aftersales Vice President within VTC European Division. Established and started the B2B Project with an aim to improve the Aftersales and Retail performance of the Israeli Market. Managed and finalized 1st Phase of the Project, including building the taskforce team in Gothenburg as well as in Tel Aviv, SWAT analysis, QR-audits in the entire network of Israel, creating a hands-on action plan for short and long term performance according to the plan for Phase 2.
Came back to Russia for planned heavy restructuring of the Market Company connected with the downturn on the market and the need to adjust the size of the organization to current business volumes, which was done successfully and without hurting the business.
Within current assignment I am having an overall responsibility for all aspect of Network, which are commercial results and proper functioning of 77 Volvo Trucks and Renault Trucks workshops in Russia. This includes Spare Parts Sales of around 60 MEUR annually, Service Contracts Sales, Warranty, Technical Support, Network Development, Operational Development, Competence Development, Customer Satisfaction for workshop and Spare Parts Logistics.
By end of 2016 I have finalized a Retail Strategy Plan that includes short and long-term development plans for the Network in Russia.
From October 2015 till July 2016 had also the responsibility for the performance of the wholly owned Truck Centers in Moscow, Saint-Petersburg and Yekaterinburg but from July 2016 after reaching the stability after reorganization Truck Centers became a separate organization.
As Network is very important factor influencing Customers' decisions on purchasing trucks, I am usually involved in the trucks sales deals, either when preparing complete offer including tailor-made repair and maintenance solutions and Service Contracts or during negotiations.
Had overall responsibility for the performance of the Market Company for Volvo Trucks and Renault Trucks. It included: Trucks sales, Spare Parts sales, Aftermarket, Network Development, Marketing Communications, Business Control and Accountancy.
During this assignment I opened wholly owned Volvo Group Truck Center in Almaty and transferred all activities and personnel from Market Company to the new location. Truck Center became profitable after less than one year and at this moment is pacing on the level of 15% contribution which is a world benchmark for workshop.
I have also change the supply chain of spare parts (launched deliveries from Russia instead of Belgium and France) which resulted in the lead-time decrease from 45 to 3 days. This, together with opening the wholly owned Truck Center significantly strenghtened the position of the Volvo Group in the country.
Due to business climate (downturn and 2 heavy devaluations of Kazakhstani Tenge) there was a need to conduct restructuring, which was successfully done.
I have reached the increase of the revenue and the profitability of the company thanks to initiating three key partnerships, one in Almaty, one in the area of Karagandy and one in Aktobe city.
Had overall responsibility for commercial result of 70 Volvo Trucks and Renault Trucks workshops in Russia. This included Spare Parts Sales of around 80 MEUR annually, Aftersales Marketing, Warranty, Technical Support and Spare Parts Logistics.
During 2013 had successfully integrated Renault Trucks Aftersales business into existing Volvo Trucks business. It included transfer of all activities and personnel from Renault Trucks Market Company to Volvo Trucks Market Company, unification of the most critical processes between the brands and creation of one offering towards workshop and end Customers.
2013 was also a record year ever with the Spare Parts sales in Volvo Russia.
During my assignment I had successfully supported trucks sales deals by participating in the negotiations and bringing tailor-made aftersales offer and support whenever needed.
Had significantly increased Parts Sales by developing local offer from local suppliers and by signing Logistic Partnership Agreements with most of the workshops what resulted with an increased availability and therefore Customer Satisfaction.
Was a Member of the Volvo Group Trucks Russia Management Team.
Had overall responsibility for the performance of the Distribution Center in Moscow, Russia. It included all elements of the complete supply chain from the supplier to an end Customer, which were: Procurement, Inbound Transport, Customs Clearance, Storing of the goods, Outbound Transport, Distribution, Customer Service and Return Logistics for all 4 brands present in Russia.
Had successfully implemented a Business Model to work with different brands according to their needs.
Had successfully implemented a 24/7 Local Service, Exchange Business and many other additional services to support commercial activities of the Market Company.
Had overall responsibility for the inventory of 20 MEUR and 60.000 stock keeping units stored in the warehouse.
I was a member of the Management Team of the European Distribution Centers in Spain, Austria, Poland, UK, Sweden, Finland, Romania and France.
Had very good cooperation with the Representatives of the Market Company in Russia as well as with workshops and end Customers.
Took part in the Project of opening Distribution Center in Moscow since May 2006. Was responsible within the Project Group for building the multi-branded processes for all 4 Volvo Group brands and then developing an existing IT tool to manage them.
Later, starting from March 2007 had overall responsibility for warehouse operations at the Distribution Center in Moscow, Russia. It included Spare Parts receiving from Belgium, Sweden, Germany and France, storing and their further distribution towards over 140 Volvo Group workshops in Russia.
Had successfully integrated Renault Trucks, Volvo Construction Equipment and Volvo Penta Spare Parts business into existing Volvo Trucks business within newly opened Distribution Center in Moscow.
Establishing and further performance of the Distribution Center in Moscow was a breakthrough in the business for all the brands. Most of the KPI's grew faster than expected and till today, Volvo Group has the most advanced Spare Parts set-up in Russia among other competitors.
Had overall responsibility for warehouse operations at the Distribution Center in Wroclaw, Poland. It included Spare Parts receiving from Belgium and France, storing and their further distribution towards Poland, Lithuania, Latvia and Estonia.
Had successfully integrated Renault Trucks Spare Parts business into existing Volvo Trucks business. It included the transfer of the activities from Renault Trucks Market Company in Warsaw to Distribution Center in Wroclaw and also transfer of all inventory.
Had successfully integrated Volvo Bus Customer Adaptation Spare Parts business into existing Distribution Center in Wroclaw. It included transfer of the activities from existing Volvo Bus organization as well as transfer of all the inventory.
Had successfully implemented a 24/7 service supporting Customers with breakdown trucks or buses with parts deliveries during non-working hours of the Distribution Center.
Performance of the Distribution Center resulted with the increased Customer Satisfaction indexes, additional sales of Spare Parts and when it comes to the internal KPI's it outperformed with the qualitative indicators.
Had overall responsibility for Spare Parts sales, and logistics for buses produced and sold by Volvo Bus in Poland. It included stock management with procurement, invoicing and distribution to following Markets: Poland, Germany, Switzerland, Netherlands, France, Austria, Hungary, and Norway.
Had overall responsibility for all Customer Adaptations from Spare Parts perspective. It included stock management and consultancy towards workshops on the Markets, City Transport Companies and Retail Customers.
I have put in place major aftersales processes between the bus plant, Market Company, workshops and Customers from the scratch.
Selling household appliances of Bosch, Siemens, Miele, AEG and other European makes to retail and wholesale Customers, mostly to studios designing kitchens.
Outperformed sales targets by working in the fields with the Customers, strenghtening relationships with them and being their preffered contact for household appliances.
Completed one-year Development Programme for selected group of Volvo Trucks potential retail Managing Directors and Executives.
The Programme consisted of three modules: (1) Planning the business, (2) Effectiveness through people and (3) Leading the change.
It was ran by experienced automotive consultants, business management professors at Gear Consult and Volvo Trucks Top Executives.
Completed one-year Development Programme for selected group of Volvo Poland potential Managers and Executives.
The Programme consisted of ten modules covering most of the aspect connected with People Management and Change Management.
It was ran by well-known Polish company, providing tailor-made trainings and consultancy for international companies investing into the development of their employees.
Organized by Auerhammer - Bildung - Center GmbH [ http://www.abc-aue.de/ ]. Scope: Economics and Business in Automotive Retail Business.
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