General Manager | Strategic Leadership, Operations, Team Development | I Help Companies Drive 15%+ Growth & Build Elite Teams.

I’m Carlos Cody, an Executive Operations Leader at Amazon specializing in scaling people, systems, and performance across large-scale supply chain and fulfillment networks.

My leadership brand is simple:

Scaling Systems. Developing Leaders. Driving Profitable Growth.

That’s how I approach every operation, team, and challenge by aligning people, process, and performance to deliver sustainable results.

Over the years, I’ve led multi-site operations with full P&L accountability, driving measurable improvements in productivity, safety, and cost efficiency while cultivating a culture of ownership and excellence. I believe true operational success starts with people because when leaders grow, systems improve, and results compound.

Core Strengths & Focus Areas:

- Strategic Leadership: Turning business objectives into executable strategies that scale.
- Operational Excellence: Optimizing systems and processes to improve efficiency and quality.
- People Development: Building and equipping leaders who multiply impact across teams.
- P&L & KPI Ownership: Driving profitability through precision, consistency, and accountability.
- Continuous Improvement: Leveraging Lean and Six Sigma methods to sustain performance gains.
- Culture & Engagement: Creating environments where people feel valued, aligned, and driven to win.

At Amazon, I lead leaders in high-volume, complex environments where strategy must meet execution every day. My focus is building scalable systems, empowering leaders, and sustaining performance through clarity, discipline, and trust.

I’m preparing for the next phase of my career advancing toward Director- and VP-level leadership, where I can shape enterprise strategy, develop future leaders, and build organizations that thrive long term.

If you’re passionate about leadership, culture, and operational excellence, let’s connect. I’m always open to conversations that inspire growth, transformation, and leadership.

Carlos Cody

Top talent isn’t afraid of high standards.
They’re terrified of low ones.
Because nothing kills ambition faster than a leader who settles.
Or worse a leader who’s too scared to raise the bar.

Here’s the part most people won’t admit:
You don’t lose great people because you expect too much.
You lose them because you expect too little and tolerate too much.
Challenge the Standard = Raise the bar without breaking the people.

Real growth requires three uncomfortable things:
Stretching targets — goals that make you sweat, not sleep.
Questioning assumptions — especially the ones that built yesterday’s success.

Saying the forbidden sentence: Good isn’t good enough anymore.


But here’s the nuance weak leaders never learn:
Stretching grows people.
Overcompensating breaks people.
Executives can tell the difference.
Amateurs can’t.
If you want a high-performance team, stop protecting comfort.
Start protecting standards.

Every leader hits the same crossroads:
Raise the bar and grow.
Or lower the bar and decay.
There is no neutral.
Your standards are either strengthening your culture…
or silently destroying it.

If you want to lead at the next level, ask yourself today:

Where have I let comfort replace standards in myself, my team, or my expectations?

Your next promotion won’t come from working harder.
It’ll come from expecting more and its starting with yourself.
Follow along if you’re ready to build the discipline, courage, and standards real leadership demands.

Amazon Ops Leader | Executive Operations Leader | Scaling Systems, Developing Leaders & Driving Profitable Growth | Strategic Leadership, Culture & P&L Performance

Honored to share that I’ve been selected as a new member of Black Executive Men.

Bound by values of integrity and strategy, this community is committed to cultivating leadership that outlives careers and redefines culture.

It’s more than a network —
it’s leadership that builds legacies.
Leadership that endures.

Grateful to grow alongside like-minded Black executive leaders who are shaping the future with excellence, purpose, and impact.

#ExecutiveLeadership #Executive #Leadership #Leader

A Legacy of Leadership

From boardrooms in Dallas to summits in Monaco, Black Executive Men unites leaders who move industries forward.

Bound by values of integrity and strategy, we cultivate leadership that outlives careers and redefines culture.

Leadership that builds legacies.  Leadership that endures.

Invitation-Only
www.blackexecutivemen.com

This group is to allow Black Executives/upwardly mobile black professionals to have a place to network together, collaborate on ideas in the business world, and to move forward in their careers.

Most leaders don’t actually lead people.

They manage tasks.
Monitor dashboards.
Hide behind metrics and meetings.

Here’s the truth nobody wants to say out loud:
You can’t lead people you don’t know.
You can only manage them.

And nobody follows a manager by choice.

Connection isn’t soft.
Connection is strategy.
It’s the difference between positional leadership and transformational leadership.

The problem?

Most leaders obsess over output…
and ignore the humans who create it.

When I think about connection, I ask myself three hard questions:
Do people feel safe telling me the truth?
If they filter their words, you’re not trusted.
You’re feared.

Do they know I care about them, not just the metrics?
If how are you? only happens when performance drops,
you’ve already lost them.

Am I building leaders or just squeezing out more output?
Output is a short-term win.
Leaders are a long-term strategy.

Leadership multiplies when you do three things consistently:
Equip people with the skills to win
Care about their growth as humans and professionals
Create space for them to lead, even when it’s slower at first

Connection isn’t a nice extra it’s a competitive advantage.
Companies with weak connection bleed talent, energy, and results.

If you want long-term results,
stop building dependency and start building leaders.

You don’t scale by managing harder.
You scale by connecting deeper.

Because when people feel known, valued, and trusted…
they don’t just work for you 
they grow with you.

If you’re serious about becoming the kind of leader people want to follow,
not the one they follow because they’re paid to…

Start with this:
Who on my team do I need to genuinely know, support, or develop starting today?

Follow along if you want to learn the leadership practices that build trust, raise performance, and multiply leaders for the long term.

Most teams aren’t underperforming.

They’re confused.

And confused teams don’t execute.
They improvise.

The real problem?
Too many leaders are running multi-million dollar goals…
with kindergarten-level clarity.

Vision isn’t a slogan on a slide.
It’s the operating system for your team’s brain.

Cast the Vision = Clarity + Conviction.
If you’re serious about leadership, start here:

If your team can’t repeat the goal in one simple sentence…
you don’t have a vision. You have noise.

If they don’t know why it matters to the business and to them…
you don’t have buy-in. You have compliance.

If they can’t see themselves winning in the story…
you don’t have ownership. You have passengers.

A leader’s vision is not what you see.
It’s what you help everyone else believe they can actually reach.

You want execution?
Stop flooding people with tasks and decks.
Give them a clear picture, a clear target, and a clear “why.”

If your team is guessing,
you’re not leading.

You’re hiding behind goals and calling it vision.

If you’re serious about becoming a leader people want to follow—not just have to follow—
start by ruthlessly simplifying your vision.

Ask yourself today:
Can every person on my team explain our goal, in one sentence, without me in the room?

If the answer is no…
your next promotion starts with fixing that.

Follow along if you’re ready to build the kind of clarity that turns teams into high performers.

How I Think About Burnout as a Peak-Season Leader

Truth: It’s a capacity problem, not a character or you problem. 

Percpetion is everything and we need to look at burnout from a different lense. Because it gets mislabeled every year.

The worse part is we all find that we say things like, should’ve been stronger. Like you’re somehow weak because peak season is pushing passed the capcity and complexity norms.

I want to be clear when I say that, burnout isn’t a character problem but, burnout is a capacity problem.

You know what to expect: 
- Volume increases 
- Stress and pace increase 10x 
- Expectations rise and multiply overnight…

And you know deep down that you feel you do not have the capacity to manage it all. 

Peak exposes one thing:
Your systems, not your worth.

I see it every year the leaders who struggle who - 
They rely on adrenaline, hustle, more effort, more hands in the pot, and winging it off of hope alone.

And I also see the leaders who dont only avoid burnout but go into 2nd gear  and they - 
They rely on clarity, prioritization, and owning their capacity by design.

Peak isn’t measuring your heart and will.
Peak is measuring your structure.

Build the capacity → burnout becomes manageable.
Ignore the capacity → burnout becomes inevitable.

Burnout doesn’t mean you’re a bad leader, it means you are a human leader.
It also means the season is demanding more capacity than the one you have built.

#leadership #leadershipdevelopment #amazon #peakseaon

Most leaders obsess over strategy.
But here’s the uncomfortable truth:

Strategy dies instantly in low-energy rooms.

You can have the perfect plan, the perfect deck, the perfect KPIs
but if the energy is off, the execution collapses.

Executives underestimate this every single day:

Energy is a performance lever.
Maybe the most important one.

You don’t get high performance from exhausted, depleted, or discouraged people.
You get compliance, minimal effort, and slow collapse.

Cultivating energy is not soft leadership.
It’s operational intelligence.

It looks like this:
• Encouraging the team when they’re tired
Not with empty hype—but with real confidence, clarity, and belief.

• Celebrating real wins
Not the slide-deck victories.
The gritty, unglamorous wins that actually moved the business forward.

• Setting a tone of belief, not fear
Fear gets short-term effort.
Belief gets long-term commitment.

And here’s the hard part:

Leadership lives in the tension of raising standards and lifting spirits.
We don’t choose one.
We master both.

Your people are not machines.
They’re humans carrying pressure you never see.

Protect their energy.
Fuel their confidence.
And watch your execution rise without forcing it.

A high-energy team can outperform a more talented low-energy team any day.

Because energy fuels pace, ownership, creativity, and resilience.

If your team is flat, frustrated, or fatigued
your strategy never had a chance.

If you want to be the kind of leader people want to run through walls for, ask yourself today:
Am I cultivating energy, or quietly draining it?

Follow along if you want more leadership frameworks that build belief, raise performance, and create teams that don’t just hit goals
they exceed them.

Most leaders love talking about vision.
But here’s the truth that separates amateurs from operators:
Vision without execution is a fantasy.
Execution without vision is chaos.
Both extremes destroy teams.
Both expose weak leadership fast.

Execution isn’t magic.
It isn’t motivation.
It isn’t try harder.
Execution is Systems + Ownership + Rhythm.

But most leaders never slow down long enough to ask the real questions:
1. Do we have simple, visible systems to run the plan?
If the team needs a decoder ring to understand the workflow,
your system isn’t a system — it’s a suggestion.

2. Does every leader know the key inputs they own?
If everyone owns everything, no one owns anything.
Execution collapses in ambiguity.

3. Do we inspect what we expect daily?
Not weekly.
Not when we remember.
Daily.

Because uninspected work becomes unpredictable work.
And here’s the real kicker:
Leaders don’t just talk results.
They build systems that PRODUCE them on good days and bad ones.

When you run the full C5 cycle long enough:
Cast → Challenge → Connect → Cultivate → Convert —
you stop chasing targets and start creating a culture that beats them.

Consistently.
Predictably.
Sustainably.

If your team is inconsistent,
your systems are inconsistent.
If your execution is chaotic,
your ownership is unclear.
And if your results are unpredictable…
your leadership rhythm is broken.
Execution isn’t about intensity.
It’s about clarity, simplicity, and daily discipline.

If you’re serious about becoming a leader who doesn’t just set goals
but actually delivers them, ask yourself today:

What system can I simplify, what input can I clarify,
and what rhythm can I tighten — starting now?

Follow along if you want the frameworks that help leaders go from vision… to execution… to unstoppable results.

The Real Peak Season Bottleneck: Overloaded Frontline Managers

Frontline managers carry the heaviest load in Peak.
Everyone knows it.
Almost no one wants to say it out loud.

They’re hiring.
They’re training.
They’re scheduling.
They’re coaching.
And somehow still expected to deliver flawless execution at Peak speed.

Axonify reports 65% say seasonal staffing is their #1 driver of burnout.
Not the work but the weight of the work.

Frontline managers are the middle of the sandwich: 
Pressure from above.
Problems from below.
Still expected to smile.

And here’s the uncomfortable truth:
If your frontline managers burn out this peak, your metrics will follow.

So what should senior leaders actually do?

How senior leaders can support frontline managers in Peak:
- Give decision rights, not more escalations. Empower them to fix problems in real time.

- Simplify expectations. Don’t stack priorities, instead rank them.

- Resource early. Staffing, tools, and support should be proactive, not reactive.

- Protect their time. Remove low-value meetings, admin loads, and things that are just noise.

- Be present. Not to police but instead to partner.

How managers can protect themselves and still deliver:
- Prioritize flow over perfection. Perfect dies in Peak. Consistent wins.

- Delegate clearly. Don’t carry everything because others might not do it right.

- Set daily direction. Clarity reduces chaos more than just pushing harder.

- Manage energy, not just tasks. Short resets pay operational dividends.

Peak doesn’t get easier.
But frontline managers shouldn’t carry it alone.

They’re not just operators.
They’re the backbone of Peak season performance.

#leadership #leadershipdevelopment #amazon #peakseason

Before Peak season starts, remember that it will be challenging.

The workplace will be busy, stressful, and hours will be long.  
Deliveries might be late. Technology might fail. Plans will change.  
People will be tired and stressed.

You’ll hear complaints. People will expect a lot from you including your customers, your bosses, and your team.

But keep in mind that this is normal for Peak season. The pressure is part of it. But what matters is how you lead.

When things get stressful, choose to stay calm.  
When problems happen, choose to stay focused.  
When your team feels tired, choose to remind them why their work is important.

Your team needs more than just a plan, they need you to be present.  
They need to see you calm, even when things are tough.  
They need to know you believe in them.

Being a good leader isn’t just about working faster, harder, and pushing people to do more.  
It’s about being strong and steady while having grace under fire.
It’s about staying calm when things are chaotic, and giving clear direction.

So before your shift, remind yourself:

- Problems will come but I’ll stay focused.
- Pressure will rise but I’ll stay steady.
- People will be stressed and struggle but I’ll lead with care.
 
The calmest leader usually has the best results.
Stay steady. Stay present. Stay strong.  

When things speed up, your calmness is your strength.

How to Keep Your Best People From Checking Out in Q4

Q4 turns up the heat on everyone:
More volume.
More speed.
More pressure.
More eyes on the results.

But here’s the part no one likes to say out loud:

Your people don’t disengage because work got harder.
They disengage because of how their leader shows up when it does.

And in Q4, leaders usually fall into one of three categories:

1️⃣ The Doom-and-Gloom Leader
Everything is urgent.
Everything is falling apart.
Every conversation is stress, pressure, and catastrophe.

This leader doesn’t inspire effort.
They drain it.
Your best people don’t check out — they escape.

2️⃣ The Happy-Go-Lucky Leader
Always “positive.”
Always “upbeat.”
Always pretending everything is fine.

Blind to issues.
Avoidant of discomfort.
Disconnected from the reality everyone else is feeling.

This leader creates false optimism… and real frustration.

3️⃣ The Whole Leader (The One People Stay For)
This leader is the difference-maker.

They acknowledge the pressure honestly.
They don’t sugarcoat the season.
They don’t spiral into negativity.

They stay calm.
They stay focused.
They lead from clarity, not emotion.

And instead of pretending the stress isn’t real, they guide people through it.

Here’s how Whole Leaders keep their teams engaged in Q4:
Address reality clearly: Yes, this is a heavy season. Here’s what matters most today.

- Protect the environment: Reduce chaos. Remove friction. Create flow early.
- Provide direction, not noise: Specific next steps, not general pressure.
- Offer support without coddling: “What do you need to win?”
- Model calm urgency: Assertive, not anxious. Focused, not frantic.
- Give meaningful recognition: Highlight behaviors that help the team move forward.
- Empower ownership: Trust your people with real responsibility and clear guardrails.

Whole Leaders don’t deny the pressure instead they lead people through it with clarity, calm, and action.

That’s who people follow.
That’s who people stay for in Q4.
That’s who keeps the team from mentally checking out.

#leadership #leadershipdevelopment #amazon #peakseason

If I could tell every leader in the world one truth about Peak season, it would be this:

The pressure isn’t the real enemy.
Entering the day unprepared is.

Q4 in logistics, operations, and fulfillment is unforgiving.
The volume is real.
The hours are long.
The pace is relentless.
And the weight of everyone’s expectations hits you before you get out of bed.

Most leaders let the day lead them.
They wake up and immediately drown in emails, Slack messages, fires, confusion, and noise.

But here’s the truth I want millions of leaders to understand.
If you don’t lead your inner world first, everything else will lead it for you.

And no leader can afford that in Peak.

But listen this isn’t about a long, complicated morning routine.
It’s not a 2-hour ritual.
It’s not about perfection.

It’s about 15 minutes or up to 1 hour that realigns you with the leader you want to be…
before the building pulls you into the leader you don’t want to become.

Here’s the daily reset I teach and practice:

- A mindset reset:
I check my thoughts, emotions, and attitude before the day has the chance to hijack them.

- A quick workout:
Even 10–20 minutes strengthens my discipline so stress doesn’t own my body.

- Feed the mind:
Audible or reading to elevate my perspective before problems shrink it.

- Purpose & values review:
So I show up as a grounded leader, not a reactive one.

- Identity decision:
I choose who I will be today, not who pressure tries to turn me into.

Because here’s the lesson leaders everywhere need to hear
If you don’t lead your thoughts, emotions, and attitude…
Peak will lead them for you and Peak doesn’t care about your peace, purpose, or potential.

But when you give yourself even 15 minutes of alignment, you walk into the day with clarity, not stress..
and you become the leader your people rise with, not run from.

This is the leadership reset that scales.
This is how leaders multiply their impact.
This is how millions can lead with more peace, presence, and power even in the hardest seasons.

What’s one small thing you do each day to reset yourself before stepping into a heavy week or shift?

Share it below...your routine might change another leader’s life.

#leadership #leadershipdevelopment #leader #amazon #PeakPower

The top predictor of a high-performing organization isn’t process or policy it’s psychological safety.

When people feel safe to speak up, performance scales.
When they don’t, innovation dies quietly.

Leaders think feedback drives improvement.
It doesn’t but the right environment does with right ratio.

Research shows elite teams keep a 5:1 ratio of praise to criticism.
That is data and performance science.

Because people don’t grow where they’re judged; they grow where they’re valued.

The best leaders don’t criticize instead they calibrate.
They coach with clarity, recognize progress, and reinforce trust.

If you want sustainable results, build a culture where people feel safe to fail, learn, and lead.

Because when people feel safe, they perform at their best.

Are you building safety or breeding silence?

#ExecutiveLeadership #LeadershipDevelopment
#SeniorLeadership
#CLevelLeadership
#ExecutivePresence
#LeadershipStrategy
#HighPerformanceLeadership
#TransformationalLeadership #LeadershipCulture

There is power in NO. 

True alignment isn’t proven by what you say yes to it’s revealed by what you refuse to chase.

As leaders, we love progress. But progress without alignment becomes noise.

Strategy isn’t about doing more it’s about doing less with purpose.

Say no to what dilutes your focus.
Say no to what clouds your identity.
Say no to what doesn’t fit your mission.

Because real effectiveness comes when your NO protects your YES.

The more defined your NO, the more powerful your YES becomes and that’s where your true influence begins.

#Leadership #LeadershipDevelopment #Leader #PersonalDevelopment

Most high performers aren’t blocked by opportunity.

They’re blocked by identity.

They’re trying to do leadership
before they ever become a leader.

That’s why so many smart, hungry people stay stuck at the same level:
They binge books.
They share quotes.
They chase tactics.

But they never upgrade the person doing the leading.
Here’s the simple model I use:

Tier 1 – Whole Leader (Becoming)
This is the inner game:

Identity → Who you decide to be every day
Integrity → Do your actions actually match your words?
Influence → Do people listen when you speak?
Impact → Are people and results better because of you?

If this tier is weak, no promotion, strategy, or playbook will save you.
You’ll work harder… and still feel behind.

Tier 2 – C5 Model (Doing)
This is the outer game:

Cast the vision
Challenge the standard
Connect with people
Cultivate energy
Convert vision into results

Inner work first.
Outer work second.

That’s how you build results that don’t collapse every time life, work, or leadership gets harder.

If you only collect leadership tips,
but never become a Whole Leader,

you’re not building a career.
You’re building a very busy treadmill.

If you’re serious about becoming the kind of leader people want to follow and
not just have to follow 

Stick around.

Over the next few posts, I’ll break down the Whole Leader + C5 model so you can:

Set clear direction
Raise your standards
Build other leaders
Protect your energy
Deliver results consistently

Follow if you’re done playing small and ready to become the leader you’ve been reading about.

The Habits of High Earners and High Performers: What They Do Differently Every Day

Most people want success.
Few build the habits that can handle it.

After years of leading teams, mentoring leaders, and studying high performers. I’ve noticed they all share a rhythm.
It’s not luck. It’s not talent.
It’s habits practiced daily, aligned with who they’re becoming, and designed to multiply their impact, influence, and income.

Here’s what they do differently. 👇🏽

Go read the article now. What is one habit that you will commit to implementing? 

#LeadershipDevelopment #PersonalGrowth #ProfessionalGrowth #LeadershipMindset #ExecutiveLeadership #SelfLeadership #CareerGrowth #HighPerformance

View newsletter: Leadership Operating System

The difference isn’t luck. It’s leadership habits. Over the years, I’ve studied how top performers think, move, and lead. It’s not that they’re smarte

Open article: The Habits of High Earners and High Performers by Carlos Cody • 3 min read

The Habits of High Earners and High Performers

Lead with leverage. Teach, dont just tell. 

Your output = the output of your team + the teams you influence.
That’s the real leadership multiplier.

✅Treat training and 1:1s as high-leverage work. It’s where you scale thinking, not just track tasks.
✅Create psychological safety so others feel safe to teach and fail forward. Growth requires grace.
✅ Document the lesson → systemize → repeat across shifts. That’s how knowledge becomes capability.

Leaders don’t just fix problems—they build people who prevent them.

What will you teach this week that reduces escalations next week?

#Leadership #ExecutiveLeadership #OperationsExcellence #PeopleDevelopment #HighOutputLeadership #StrategyExecution #LeadersDevelopLeaders

You can’t lead at a high level with a low view of your time.

You can’t afford to waste time. Instead you must decide to invest your time in places it compounds. 

To do this start with your head. Make time to think strategically.
Not everything that looks urgent actually moves your life and business forward.

Don’t just be guided by your mind but also lead with your heart. Give  time to what fuels people and purpose, not just productivity.

Remember real connection drives results not just strategy. 

And make time to create systems that multiply your hands. Build things that execute when you’re not in the room.

That’s how your create real leverage.

You will find by doing this the  difference between being busy and being effective. 

And it’s all in how you decide to manage your time.

Always remember this:
Master your time, and you’ll multiply your impact.

#Leadership #ExecutiveLeadership
#BusinessStrategy
#OperationsLeadership #ExecutivePresence
#Management #CareerGrowth
#LeadershipDevelopment
#StrategicLeadership
#PersonalDevelopment

A Quick Break in the Peak Chaos... Happy Thanksgiving

Before we dive into the next Peak lesson, I want to pause for something more important.

This season is heavy.
Workloads are up.
Pressure is up.
Expectations are up.

And yet leaders, frontline managers, and teams are still showing up with grit, intention, and heart.

Today, I just want to say this - Thank you.

Thank you to the leaders who stay calm when everything speeds up.
Thank you to the frontline managers carrying more than anyone sees.
Thank you to the teams who make magic happen behind the scenes.
Thank you to everyone choosing excellence even in a high-pressure season.

Peak reveals a lot about leadership, but it also reveals a lot about character.

As we step into Thanksgiving, I hope you get a moment even a small one to breathe, rest, and appreciate how far you’ve come this year.

From my family to yours:
Happy Thanksgiving.
Stay grateful, stay grounded, and stay encouraged — the season isn’t over, but neither is your strength.

#leadership #leadershipdevelopment #amazon #peakseason

Most leaders survive Q4. A few use it to separate themselves.

Peak season exposes everything your mindset, your habits, your discipline.

If you can stay clear, steady, and focused when the pressure rises,
you don’t just make it through Q4…You rise above it.

I wrote a new piece on how to turn Peak stress into Peak power.
If you’re leading in a heavy season, you’ll want this.

Read it here 👇🏾
Make Q4 Your Breakthrough, Not Your Breakdown

#Leadership #LeadershipDevelopment #Leaders

How the right mindset and actions can turn stress into momentum. Peak season shows up every year with a predictable rhythm. Volume rises, time compres

Open article: Make Q4 Your Breakthrough, Not Your Breakdown by Carlos Cody • 5 min read

Make Q4 Your Breakthrough, Not Your Breakdown

You Can’t Coach Well If You Only Talk About Numbers

Peak stretches people, by stretching their: 
Mindset.
Patience.
Confidence.
Emotional capacity.

And the truth most leaders ignore?

You don’t get Peak performance from stressed people.
You get it from supported people.

That’s why I use a simple 3-question micro check-in with my PAs, AMs, and AAs especially when the building is tight, emotions are high, and urgency is everywhere.

It takes 2–3 minutes, but it changes everything.

Here are the questions:
1. What’s blocking you right now?
This cuts straight to the friction — process, people, flow, clarity, anything.

2. What do you need from me?
This shifts you from watcher to partner.
It builds trust fast because you’re not asking them to survive the day alone.

3. What’s your next move?
This brings them back into action with clarity, ownership, and confidence.

When someone is overwhelmed, they don’t need a speech.
They need direction, support, and a path forward.

This is how you coach under stress.
This is how you build trust and performance at the same time.

Save these 3 questions.
Use them once today.
Then come back and tell me what changed.

#leadership #leadershipdevelopment #amazon #PeakPower

GXO Logistics, Inc.

•	Drive a customer-centric and service-oriented organization required to manage division-specific projects and represent the voice of the customer at the Supply Chain (SC) leadership table.
•	Team safety champion.
•	Develop the strategy for seamless problem-solving and Enterprise-wide collaboration to successfully meet the needs of the customer.
•	Manage critical and urgent issues, liaise between relevant stakeholders to resolve complex issues and close the feedback loop with division senior leadership.
•	Provide guidance on labor planning and attaining team goals across multiple supervisors.
•	Monitor and report key performance indicators to ensure the team achieves and when possible exceeds targets.
•	Drove shipping rate from 70% to 99% by communicating metrics and expectations to team.
•	Drove picking errors down by 25% by implementing real time training, feedback, and accountability. 
•	15% reduction in error tickets by sharing the top percentage of error types with staff to prevent common events.
•	Define, analyze, and improve tech client's distribution operational processes to solve business critical challenges.
•	Work cross-functionally with engineering team and transportation partners, while ensuring a culture of safety, security, and compliance in DC activities.
•	Gather and provide feedback to team on the lessons learned, best practices and innovations on process/procedures and provide tools to promote an efficient operations.
•Manage time and attendance of all reporting staff.
• Operations leadership award from GXO division President 2023

Supply Chain Manager- Tech vertical

Dynacraft Wheels

-Established operational procedures for activities such as verification of incoming and outgoing shipments, handling and disposition of materials, and keeping warehouse inventory current. 
-Lead and measured all daily processes to ensure order fulfillment and production are completed with excellence on a daily basis. 
-Partnership with the Director of Operations for resolving daily challenges and ensuring timely and accurate completion with the largest distributor of bikes and ride ons of the United States.
-Manage Supply Chain, Transportation and Dray departments.
-Resource to all.
-Ownership of Staffing both Professional and hourly staff. Support the performance management process, administer compensation when necessary, and training and development. Create culture that promotes positive employee relations. 
-Managed inventory team to drive inventory accuracy from 50% to 99.5% through implementing processes and holding teams accountable.
-Monitors all activities to ensure team is consistently improving in safety, quality, culture, and productivity.
-Drove Cost per case down by 37% by implementing new efficiency processes. 
-Support team through the use of Dematic WMS and automation systems.
-Lead team through use of Autostore process improvements.
-Lead team in implementation of new WMS system. (Blue Yonder- Superuser)
-Lead team in the implementation of conveyor system while volume has increased more than 100%+ over the past 3 years.
-Under my leadership in less than 1 year 7 employees have been promoted to leadership roles including an operations manager, 2 Supervisors, 3 operations leads, and an inventory professional.
-Developed core staff which is increasingly improving overall turn over rate for site from previous year.
-Developed relationship with carriers.
-Improved absenteeism rate from an average 30% to 4% from previous year through communication to staff on a daily basis of goals, expectations, and company policies.

General Manager Distribution

XPO Logistics, Inc.

-Led start up of XPO account including staffing for hourly and professional roles.
-Managing all aspects of logistics including customer service, transportation, eccomerce, inbound(Including live unloads)/outbound(Including parcel and LTL- drop and live loads), inventory, quality, Hr initiatives, safety, and people management across 2 buildings.
-Resource to Operations, sales, and marketing team.
-Support the consolidation of 2 buildings while in the middle of volumes higher than peak with record volumes in shipping and inbound.
-Provide guidance on labor planning and attaining team goals across 4 shifts in an ever-changing, fast paced environment.
-Under my leadership in under 1 year 10 temp associates were promoted to leadership roles including 2 salaried supervisors, 3 leads, 2 LTL specialist, 2 trainers,1 inventory specialist, and 1 project manager.
-Monitor and report key performance indicators to ensure the team achieves and when possible exceeds targets.
-Created and maintained a display ready site utilized to gain other customers outside of XPO network.
-Implement new ways of leading and motivating employees to achieve cultural change and increase productivity.
-Run operations while also supporting customers many request from numerous client departments. 
-Supported the startup of new building while managing peak volumes simultaneously.
-Worked with director of transportation to close process gaps in carrier communication.
-Collaborated with local carriers to implement drop trailer system.  
-Work with corporate IT team to implement new systems and system updates.
- Increased building productivity by 50%.
-Managed OT under 5% .
-Servant leader
-2 years with 0 osha recordables.
-Global safety award 2018 and 2019
-Rewarded the Operational leadership award from the Senior Vice President of XPO logistics.
-Performance led to offers of promotion.

Manager, SC Operations- Industrial vertical

Primerica

Sales/Recruiting Manager

Luxottica

During the start up of Luxottica and North America building consolidation:
-Led the startup of building starting weekend shift including 100% staffing of Assistant Supervisor, 2 leads, 5 picking specialist and 42 floor associates in a new building. Team has expanded to 167 associates.
-Acting operations manager managing all aspects of operations for the weekend shift including Outbound, inbound, Hr initiatives, international, and sortation and ecommerce operations across 2 buildings.
-Support the Consolidation of Luxottica and Oakley brands merging multiple buildings.
-Lead team of 167+ associates through the integration of automation and new systems.
-Trained, developed, and lead my team to be the most versatile group in Luxottica.
-Under my leadership within 1 year at Luxottica 20 floor associates were promoted including 4 assistant supervisors, 2 clerical, 2 planning leads, 2 machine operators,1 logistics analyst, 1 shipping lead, 1 problem solving lead, 1 exceptions lead, 1 outbound lead, 4 operations system support and 1 picking specialists.
-Plan labor and making effective changes throughout the shift to meet the customer’s demands.
-Drive out inefficiencies for the shift by constantly coaching team.
-Implemented training to minimize losses in picking and replenishment downtime for weekend shift.
-Provide guidance on labor planning and attaining team goals in an ever-changing, fast paced environment.
-Complete online timekeeping and payroll submissions and coordinate yearly vacation plan for 167 associates plus shift management.
-Monitor and report on key performance indicators to ensure the team achieves and when possible exceeds set targets.
-Implement new ways of leading and motivating employees to achieve cultural change and increase productivity. 
-Ensure all procedures are followed in accordance to the Occupational Safety and Health Administration (OSHA), accident/incident reporting.
-850,000 sq ft automated warehouse
-Utilize SAP to manage business.

Supervisor of Global Logistics

DHL Supply Chain

-Improved what was once the worst shift in building to the best in safety and productivity.
Most improved shift.
-Operations analyst for night shift operations.
-Resource to all teams including Operations, inventory, and Quality.
-Mentor 4 supervisors and 5 leads to communicate and collectively guide all areas to successfully complete shift between inbound, outbound, casepick, mso, and transportation for a shift of 200+  associates.
-Manage transportation department to keep an even flow of traffic between outbound, inbound, and over the road drivers.
-Solve warehouse related customer issues.
-Lead shift meetings 
-Carry out corrective actions needed to improve overall shift performance.
-Update senior leadership team including consumer directors during 7am and 7pm conference call answering to shifts plans, pros and cons.
- Present process improvements to operations manager to drive across 4 shifts.
-Drive cost savings in operations.
Recommend terminations to HR when all other options have been exhausted.
-Monitor hazmats through SAP while also monitoring operations through Warehouse systems RTCS, ODOT, and redprairie.
-Train new supervisors and new managers.
Recruit, interview, and hire at the regional HR office.
P&G start up; building consolidation; Sandoz start up.
-Performance lead to many other offers to support other sites.

Senior Operations Supervisor

Supervised the daily production schedule in order to allocate sufficient resources to accomplish daily work load and ensure timely shipment of product.
Meet strict time frame in an environment where failure is zero tolerence. 
Coached team on safety,
allocated work, monitored productivity, and procured resources to facilitate staff performance, ensuring high standards of quality, accuracy, housekeeping, merchandise damage minimization.
Determined appropriate procedures for filling merchandise orders and for storing merchandise. Implemented procedures and monitored adherence, efficiency and cost effectiveness of the procedures and recommends changes.
In conjunction with Operations Manager, carries out disciplinary actions or recommends termination of employment as appropriate.
Monitor hazmats through SAP.
Performance led to additional responsibilities.

Supervisor of Outbound

During start up of a high volume customer response network I:
Coordinated the smooth flow of merchandise from the receiving department to outbound departments and CRN.
Developed working relationships with Dhl and MSO Operations managers and supervisors to ensure all needs were met in priority order.
Maintained clean docks and documented any defective items received from other warehouses.
Maintain returns process and procedures.
Responsible for production of Dhl to MSO.
Ensure that associates are following safety procedures while being efficient.
Drove Mso misses for night shift MSO down by 30%.
Pushed quality of mso delivery to 100% by pushing training and processes.
Pushed processes to minimize inventory errors through regular audits.
Shift was top in productivity in building during my tenure as supervisor for both inbound and MSO. 
Mentored 1 training supervisor, 2 administrative assistants, 1 Mso Lead, 1 Inbound lead, 1 quality lead, 1 floor lead, 1 trainer,  and 5 inventory associates to promotions during  tenure as supervisor. 
Performance led to additional responsibilities.

Supervisor of Inbound/Returns and Mso

Responsible for warehouse inventory maintenance and reconciliation on a daily basis. Multitasking, Analyzing, Troubleshooting, Research, training, process improvement, coaching and development, cycle counting, slotting, Quality work, Adjustments, Record keeping/tracking, reports and staying organized.
 Explaining expectations and inventory/quality to floor associates and management team in p&g network.
 standards  observing (BBS observations), understanding and resolving many issues at the same time.
 Performance led to promotion.

Quality/Inventory Control Lead

In a 1.7m square foot facility, run shift meetings set daily goals and keep team informed of hourly progress. Monitor multiple computer screens, factory conveyor, phone, and floor to run operation efficiently while cooperating with p&g request and co-contracting company. Tracking and maintaining a productive shift while also completing any special assignments given by operations manager or p&g site leader. Scheduling live loads/live unloads to meet LRDTs while also managing late live loads/unloads and keeping customer and carriers informed. Make neccessary adjustments in assignments and staffing to acheive daily goal while also enforcing SOPs and holding staff accountable. Effectively delegate responsibilities to acheive goals. Retrain team on floor and supervisors on system when it is needed. Observe (LMS observation/BBS observation), coach and develop team to success. Keep team informed on safety and quality. 
Tweaked the manuel slide and cross dock process and saved the building $142,350.00 in labor across 4 shifts. 
Update all summary reports and collect teams paperwork to be turned in to upper management. Performance led to additional responsibilities.

Group lead Coordinator/ Tasker/ Transportation coordinator

Little Caesars Pizza

-In Georgia's busiest little caesars I accounted for financial transactions and prepared bank deposits. 
-Generated and implemented new ideas for sales increase. 
-Increased sales of Albany area by 20%. Insured good customer service was provided to all customers. 
-Chosen by franchise owner and District manager to train assistant district manager.
-Trained director of HR of Albany and Florida area.
-CrossTrained all employees and upcoming management on proper procedures.
-Scheduling to best fit the expected business daily.
 -Balancing labor under 15% to fit weekly sales. 
-Tracked inventory to prevent any improper use of company goods. 
-Enforcing all quality control food policies.
-Hiring staff, Orientation, developing Associates in a manor where most became managers themselves. 
-Also recruiting quality help from the Albany and Florida area. 
-Under my leadership 7 associates were promoted to management roles.

General Manager/Regional Trainer

Smart cart

Working in a fast environment giving directions to hundreds of customers of different races, dialects, and attitudes on daily basis.

Customer Service Representative

Father/Consultant/Supply Chain leader- Supply Chain management, Operations management, Inventory Manager, Quality Manager, Team builder/Specialist (Open to all conversations)

I am a well rounded professional from Flint, Michigan with proven ability to analyze, strategize, and adapt in a fast paced environment with accelerated pressure. These are just a few of the many reasons that every position I’ve held I am considered top tier.  My interpersonal skills are great and communication is very well received from myself to the team and customer. Something valuable about me is I have a real understanding of what it really means to problem solve which is to find a solution but understand the cause of the situation and trouble shoot to minimize and ultimately eliminate future issues. Although I am direct and firm every team I’ve had loves me for what I bring to the table. With my never enough mindset I’m ready to create new standards and take my team to the top. Open to all conversations. To contact Eddie Walters with any opportunities or questions use email eddiewalters.ew@gmail.com

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Eddie Walters III

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