Operations
People, preparation, and follow-through. In that order.
I started at TTR in 2010, on the desks. I wasn't running the region. In 2016 I left and started First Class Logistics in Connecticut with partners. We sold it to TTR in 2020. I came back in 2021. The title is Regional Operations Manager, Northeast. The work covers more than one region.
A delivery is a string of small promises. My job is keeping that string intact: the customer, the window, the paperwork, and the crew that has to know the freight. I've been the person who gets the call when a handoff fails. That's why I sound particular about them.
- Regions
- More than one. Northeast is where the title sits. Customers, freight, and projects also pull the work across regions.
- Customers
- I manage the accounts, not just the trucks. When a window moves, the customer hears it from me before the crew is already on site.
- Service lanes
- ITAD and e-waste, where the paperwork matters as much as the truck. Medical equipment, where the appointment is the job and the crew has to know the freight. Those are two lanes. They are not the only ones on the desk.
- Supply chain
- The path from the request to proof of delivery. Carriers, warehouses, paperwork, and the people between them. If one link is vague, everyone else guesses.
- High-value
- Shipments where the asset is expensive, sensitive, or both. The handling and the record both have to be right.
- Time-critical
- Jobs where the delivery time is the product. If the window slips, that is a phone call, not a surprise at the dock.
- Projects
- When the job is a project and not a single stop, someone has to own the sequence. Scope, timing, and who is doing what, written down before the first truck rolls.
TTR's public site is the company. This page is what I actually run.