I am computer literate, familiar with Microsoft Office Word, Excel, and PowerPoint. To put this site together I used Corel Draw for creating the graphics and Dreamweaver for the HTML. I've been dabbling with web pages for about the past 6 years. I am also familiar with Oracle. I've been using it for the past 4 years.Beyond that I tend to be tech oriented so when I need to I learn software quickly.

I have had a diverse work history. I've worked construction, retail sales, warehousing, mining, travel, and now I'm back in warehousing. Needless to say, I am flexible, and willing to take on new and varied challenges. I take new challenges very seriously and work to rapidly acquire as much knowledge as I can on these challenges to improve my ability to adapt and overcome them.

For the past 14 years, since I graduated college, I have held positions in managment. My philosophy is simple.

1. I believe that employees should have ample effective training. Their level of training should be sufficient not only to perform their duties, but also sufficient to demonstrate their knowledge by showing others how to perform their tasks.
2. I believe that employees should be empowered to fully execute their tasks within the limits of clearly understood policies and procedures. Employees should have confidence that they know what needs to be done and that they have the authority to perform what needs to be done without micro-managing.
3. With power comes responsibility. Employees must be accountable for their actions, both good and bad. When an employee performs well, this performance should be highlighted and acknowledged. When an employee performs below an accepted standard this failure needs to be communicated clearly, but in a manner that preserves an employees esteem.
4. I believe that managment is responsible for setting an expectation of excellence and managing the team to that level. Management must establish clear and identifable standards and consistantly measure against them. Again, solid performance deserves conspicuous, documented praise, and poor performance, private, documented disclosure with performance management as needed.
5. People should enjoy what they are doing. Employees, no matter how menial the task should be engaged and made to feel important. Employees are experts on their positions and can provide valuable insight.
6. Respect, both directions, is an essential element of managment. It keeps people engaged and is more productive than being feared or liked.

These are some of the tools I used at Hertz and at Ikon to great effect. At Hertz I was able to manage a team of both unionized and non-unionized associates to consistantly pass company surprise audits with high scores. At Ikon, I was able to start a parts department that supports the western half of the United States (1000 technicians) from scratch. I was able to develop a winning culture and consistiantly outperform our two other parts warehouses in terms of transaction cost and fill rate.