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Average length of employment : 1 year

Average salary of employees: $130,000

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Climbers' Joblogs at Nike Usa Inc.:

My Story

Angel has over 15 years of experience with direct to consumer fulfillment operations. Recently, as Director of Operations with Nike.com he provided direction to order fulfillment operations in a 330,000 sq. ft. fulfillment center shipping up to 9,000 packages a day. He had 16 direct reports and 225 to 500 hourly associates. At Nike Angel reduced cost per order from $10.50 to $5.50, total savings of just under $13 million. He turned three operations service levels from below 40% on time fill rates to over 95% as the norm well within a year in each case. Angel managed all operations for Barnes and Noble Direct’s catalogue order fulfillment center prior to starting and running their e-commerce business, web site and operations order fulfillment center. As Director of Operations he managed up to 600 associates in a 450,000 sq. ft. fulfillment center and grew the annual units shipped from 3.5 million to 9 million units annually. Angel speaks Spanish and English.

Recently, as Director of Operations with Nike.com
• Performance Excellence Award, individual recognition
• Maxim Award, project team award
• Reduced operating cost per order
• Global Retail operations team member
• Facilitated Process Enhancement workshops
• Provide direction to order fulfillment operations management team of 16, and responsible for 225 to 500 associates
• Other direct reports and working partners, Business Systems Analysis, financial Analysis, Production Engineer, Process Excellence team


Chronological Career Summary:

Company Position
Nike.com Director of Operations
Barnes & Noble.com Director of Operations, TN
Director of Operations, NJ
Barnes & Noble Direct Sr Warehouse Operations Manager
Metro Services Inc Operations Manager
US Marine Corps Sergeant, Active and Reserve Duty Honorable Discharge



Background:

• Distribution Operations (10 years)
Angel started his career working for Metro Service Inc. A GoldMark Industry Co. a third party publishing distribution company which lasted 4.5 years. His clients were, Time Life Pub, Oxford University Press, Pippin Press, Book Thrift Publishing, Cimino Press, QuillMark Pub and Great American Puzzle. His following 15 years were with Barnes & Noble Inc and his last 1.5 years were at Nike.com.

• Catalog, e-retail, home shopping or 3rd party direct-to-consumer environment (5 years)
At Metro Service Inc. they operated a two shift five day a week operation, warehouse size was 150 thousand sq. ft. They managed over 150 thousand sku’s with a 15 member management team and 150 associates.

His first 4 years with Barnes & Noble were with the Catalog Mail order Division; they shipped 5 to 9 thousand packages daily. 2 shift operation, 70 thousand sq. ft warehouse operation, with a staff of 85 associates and 10 management team member. They managed 65 thousand sku’s.

The following 10 years he managed three different operations and facilities. Facilities ranged from 150 thousand sq ft to 500 thousand. The sku levels ranged from 100 thousand to over 500 thousand sku’s. Management team head counts ranged from 10 to 20, associate levels from 140 to over 500, as high as 600. The shifts operated 24 X 7 in most.

• Budgeting
o P&L's from 12 to 35 million dollars excluding shipping cost.
o B & N.com Memphis base P&L 25 million.
o Nike P & L Memphis base was 13million

• Project Management
o WM system implementation
o Retro fitted warehouse distribution center
o Lead three startup operation projects

• Demonstrated success in continuous process improvement
Barnes & Noble – started their .com business operating 24 x 7 initially at startup shipping 5 thousand packages per day, 1.5 units per order as an average for first year. By their third year they were shipping over 10 thousand packages daily at 2.5 units per order, peak season volume was at 35 to 50 thousand packages at 3.5 units per order. Improved process’s allowed them to cut back to a 2 shift 5.5 day operation.

Nike.com – inherited a 24 x 7 operation only shipping 3 thousand packages daily. Through process improvement and management realignment went to a 2 shift five day operation within six months. Savings of over $300,000 in labor.

At Nike Angel and team reduced overall cost per order from $10.50 to $5.50, total savings of just under $13 million.

He turned three operations service levels from below 40% on time fill rates to over 95% as the norm well with in a year in each case. (Barnes&Noble and Nike.com)


• Warehouse Management System (WMS)
o BSA
o Marcs system
o EXEED
o AS400
o Red Prairie

• Transportation management
Angel has established partnerships with LTL carriers UPS, Fed Ex and Freight carriers which have afforded their operations many favors during peak season and critical times for their business.

In the past at Metro and Barnes & Noble he has partnered with their logistics support department in assuring they negotiated the best possible rates which have produced revenue for their business.

• Staff management & training
He has facilitated a series of lean process workshops at Barnes & Noble and Nike. The first workshops were geared at identifying low hanging fruit. These items were easy fixes related to processes and tools used to conduct their daily business (quick wins). The second workshops were geared to identifying mid range process improvement indicatives which may have required some level of investment. The third workshops were geared towards to future state of their business requirements to stay ahead and maintain the leadership title in their industry.

The above required that all members of their operation management team including their IT team members participate in identifying opportunities for improvement. He has also included other business partners such as, merchandisers, business unit owners and associates.

The above has proven to be a great team building tool as well.

• Metrics measurements (i.e. pricing, delivery, costs, quality audits)
o CPU
o CPO
o Cycle counting
o Internal audit, all departments
o Open order reports
o Ship in full report
o Ship on time reports

• Education: College Graduate-BA or BS
BA Business Administration University of Phoenix GPA 3.45 2008

• Location: TN (relocation assistance)
Currently resides in Cordova, Tennessee.


Six sigma / Lean
He is about to start a certification program.

• Reverse logistics
Angel has setup reverse logistics department within operations for multi clients. Example: ecommerce and retail have different requirements and inventory is owned by each business unit.

• Education: BA Business Administration University of Phoenix GPA 3.45 2008

Other Essential Abilities and Skills:

• Achieves demonstrable results in a B-C environment
Angel is very successful at startup and maintaining high service levels within record time.

• Excellent written & verbal communication
Angel notes he has excellent written and verbal communication and feels very comfortable speaking both up and down within an organization effectively. He is bilingual in Spanish and English.

• Multi-task oriented
As a leader multi-tasking is a requirement for example, Angel has been in the middle of purchasing equipment and designing a new shipping carton while having to make himself available to his staff.

Then there will be a time when he has to many items on the table, Angel steps back and create a prioritized list and work this list from top to bottom, may have to reprioritize this list as he goes along.

Example: When working multiply accounts volume will require shifting to staff to assure all accounts are serviced to meet established metric.

• Problem solving & analytical skills
Angel feels that this is his strong point; he has used the workshop approach and has been very successful.

Study situations, in some cases seek outside assistance in conducting research study to assure they have to best information possible to ensure they make the best decision possible for the business.

Professional Experience

Nike.com Apr 2007 – Nov 2008
Director of Operations

• Performance Excellence Award, individual recognition
• Maxim Award, project team award
• Reduced operating cost per order
• Global Retail operations team member
• Facilitated Process Enhancement workshops
• Provide direction to order fulfillment operations management team of 16, and responsible for 225 to 500 associates
• Other direct reports and working partners, Business Systems Analysis, financial Analysis, Production Engineer, Process Excellence team
• Reason for Leaving: Family Reasons

Barnes & Noble.com Sep 1991 – Apr 2007
Director of Operations, TN 2003 - 2007

• January of 2003 was approached by executive management about launching the reorganization of our Memphis.com facility which was experiencing difficulties achieving acceptable order fulfillment service levels. Through reorganization and retraining, using coaching and teamwork was able to take a 35% on time service level operation and convert it to 93% above as a norm.
• Provided direction to operations management team, 300 to 600 hourly associates
• Grew the annual units shipped from 3.5 million to 9 million units annually
• Annual sales shipped from $65 million to over 200 million out of Memphis
• Facility square footage 485,000 square ft. operated 16-24 hours daily, 7 days a week, 2 shifts and 3 shifts during peak season
• Operating budget started at $12 million finished at $24 million
• Other direct reports and working partners, Business Analysis, Production Engineer and Procurement manager
• Reason for Leaving: Company Relocation

Director of Operations, NJ 1996 - 2002

• 1996 CEO/CFO approached Angel about joining the Barnes & Noble.com project management team. Goal was to start the e-commerce business, web site and operations order fulfillment center.
• Working closely with a team of engineers and program developers we established the Barnes & Noble.com retail division.
• Led and managed operations team and 300 to 600 hourly associates
• Shipped over $250 million in sales
• Shipped 13 to 15 million units
• Established a 24 hours 7 days a week operating facility
• Served as a liaison between operations and customer service call center and merchants
• Warehouse 300,000 square feet

Senior Warehouse Operations Manager 1991 - 1995
Barnes & Noble Direct

• Managed all department operations for catalogue order fulfillment center
• Managed a supervisor team
• Warehouse 60,000 square feet

Metro Services Incorporated (GoMark Industries) Sep 1986 – Jun 1991
Operations Manager


US Marine Corps 1982 - 1988
Sergeant, Active Reserve Duty

• Honorable Discharge

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