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Corporate Culture
Turnaround
1
Facility Turnaround
and
Performance Achievement
Successfully turned around the lowest-performing delivery station, meeting network benchmark standards within 5 months and delivering top volume in the Midwes
In 2019, as Director of the Midwest’s largest last mile delivery station servicing downtown and south neighborhoods of Chicago, delivered a facility turnaround for the bottom performer in the network with the highest Employee Relation risk in the nation. Successfully pivoted all people, safety, service, and cost measures to meeting network benchmark standards in less than 5 months. Provided best “peak” performance for the Chicago metropolitan area, successfully delivering top volume in the Midwest with 1,923,944 successful customer promises met. Promoted six exempt managers during tenure and five tier 1 associates to Level 3. Sourced two additional lines of business with top performing leaders and two neighboring delivery stations with top performing junior supervisors during that time.
2
Military Mentoring
Platform
Played a key role in building and launching a worldwide military mentoring platform, resulting in a 40% enhancement in veteran retention and reducing turnover rates
Between 2018 and 2020, performed on a team of 8 military veterans to build and launch a worldwide military mentoring platform that assists veterans pair with mentors and mentees based on similar military and work experiences. Directed the program launch to retain top military talent by providing structured mentor resources in an ambiguous, fast-paced work environment. Performed as one of 3 Mentoring platform administrators and as an advisor to the military affairs team during the pilot, launch, and sustainment phases. Provided insight for scaling, participation measures, marketing, and feedback solicitation to preserve continuous improvement of the program. Achieved a 40% retention enhancement for military veterans since the program’s inception across the company, recovering a near 100% sustained cumulative annual turnover rate among military veterans.
3
Operational Excellence
and Sales Growth
Led a turnaround of a $20M ecommerce store, achieving top rankings in operational metrics, sales volume, and profit growth through Lean Six Sigma methodology and team culture improvement
In the company’s 2019 efforts to further reduce turnover across all exempt labor categories, was assigned, taught, and trained leaders on how to make high caliber hiring decisions to ensure top talent is selected during a fair and consistently rigorous interview process. Educated managers on legal, moral, and ethical obligations to those hired and developed within the organization with a focus on the interviewee’s end to end experience. Trained 106 exempt leaders across 10 states in 2-month duration to scale the business line with volume demands for 2020. Performed as consultant to network talent team to construct a 100% virtual offering of the same content to allow for mastery during a pandemic environment. Assisted in the communications campaign during launch to the North American logistics networks.
4
Talent
Development
and Cost Optimization
Implemented effective talent development strategies, reduced excessive payroll spending, and achieved sales growth despite challenging market conditions.
Between 2015 and 2017, motivated 75 team members and leaders as General Manager to ensure fluid logistics and growth of a $20M ecommerce store in a socio-economically challenged market. Turned around store performance ranking from last in 64-store group in operational metrics to top 10 in less than six months, placed 3rd in company out of 1806 stores in adjusted sales by volume for month of March, 2017, and placed 1st in group of 64 stores in operational metrics for month of March, 2017.
Dane catalyzed and maintained a positive team culture, recovering culture climate scoring from 68 to 90 in the first six months. Revenue grew $5+M, propelling eight consecutive months of sales and profit growth and turning around a 6% deficit to achieving forecast. Met and exceeded sales forecast and goal of previous year with sound logistical operations utilizing Lean Six Sigma methodology to reduce unproductive freight, streamline team member routines, and ensure optimal inventory availability. Immediately reduced excessive payroll spending, recovering each month’s allocation with calculated designation toward talent development, operational needs, and sales growth. Delivered a 10% sales comp during Q4 despite a -1.5% company performance. Ranked 7th out of 1806 stores in FY2016 for salvage rate of 7.9% measuring fraud, waste, and abuse reduction.
Dane's Professional
Services
for Stakeholder Safety and Asset
Protection
Unmatched Crisis Response & Safety Expertise
What defines Dane from competitors is that he can provide an on the ground assessment for the largest firms in the world by providing his own expert team or developing a client’s existing teams on their behalf.
He will create an immediate action plan and be able to assign precise resources to the most immediate needs. In financial terms, he only spends what is necessary to ensure the safety of all assets and personnel involved in a crisis.