Lee Dillon

Operational Principles

· Elevate Operational Excellence through District Excellence

· Increase global consistency through adherence to Operational Performance Standards

· Improve efficiency through process improvement and utilization of technology

Quality Management

· Own quality program through direct engagement and alignment on progress, opportunities and allocation of capacity

· Oversee and support development of an efficiency mindset through quality training and coaching

· Optimize effectiveness of Operational Performance Assessment and Corrective & Preventive Actions processes

· Consult as a quality subject matter expert with external parties when applicable

Continuous Improvement

· Lead change management through duration of deployment process as an enterprise and within the region

· Influence operations to utilize enterprise systems to their fullest of capabilities

· Serve as a liaison for feedback and communication

· Initiate process mapping exercises and application of process management fundamentals

· Leverage Corrective and Preventive Actions program to identify and deploy process improvements

· Strategically align operational improvements to further optimize revenue to expense

District Business Operations

· Onboard district business operations roles

· Develop individuals through personalized development plans, 1:1s, and support EPE process

· Align district business operations roles across the region and hold individuals accountable to goals

Key Tasks were:

Communicate the strategy, demonstrate the available tools and
highlight the available training of the T&I program to the Local T&I Managers in their region - ensuring continuity and consistency of the T&I process across the Network.

Oversight of all the accounts being transitioned or that need transitioning within the region with ongoing monitoring the progress of the transitions through the associated monitoring tools and platforms as well as via monthly conference calls for their
region.

Share best practices and mentor Local T&I Managers.
Responsible for planning and managing a successful customer transition from the award of business through the daily execution of branch operations. Acting as a single point of contact for accounts identified as requiring special attention based on the complexity of
the scope of services (size, multi-product, IS requirements).
See the T&I Homepage for explanation of different levels.
Establishing and helping to manage the day-to-day activities of implementing new business with in the Expeditors Network. This is accomplished by defining the scope and complexity of the
business to be transitioned. Assembling and directing cross-functional teams comprised of customer, local operation, analysts, Product and IS (support/development) personnel.
Communication is required in many forms: email, project management tools and conference calls.
Responsible for successfully implementing operational and systems solutions according to the scope of services.

Supporting Global T&I tactical business plan objectives to support the strengthening of the T&I process and its part in the wider commercial and operational goals of the organisation.

Actively working with Sales and Account Management to present the T&I process to prospective/active customers to build confidence in the change process and the risk controlled methodology to protect the customers supply chain.

Development of training plans to support and promote the T&I process both internally and externally.

Drive strategy and associated actions to ensure T&I is at the forefront as a service offering and a key differentiator for Expeditors against our competitors.