Victor Santos

• Own end-to-end operations for 42 stores and 2 regional DCs ($480M annual GMV), including inventory, last-mile, and store ops labor planning. • Cut cost-to-serve 11% in 18 months by consolidating carriers, renegotiating 3PL rates, and standardizing slotting across DCs. • Raised on-time-in-full from 91% to 97.4% while volume grew 28% YoY; launched weekly OTIF war-room with merchandising and CX. • Led WMS upgrade and pick-to-light rollout that lifted picks/hour 22% and cut mis-ships 35%. • Built ops leadership bench (8 directors/managers); reduced voluntary turnover in DC roles from 34% to 19%.

• Ran 3 fulfillment centers (450+ associates) supporting DTC and marketplace channels during peak season spikes up to 4× baseline. • Introduced multi-node inventory allocation that cut average ship distance 18% and lowered expedited freight spend $1.2M/year. • Partnered with engineering on carrier rate-shop API; average outbound cost per order down 9% without SLA regress. • Stood up continuous-improvement program (Kaizen + A3) delivering 40+ process changes and $900K annualized savings.

• Managed inbound/outbound for a 180k sq ft DC serving Southeast grocery and convenience accounts. • Improved dock-to-stock cycle time from 28 hours to 11 hours; inventory accuracy to 99.2% via cycle-count redesign. • Coordinated seasonal surge staffing and safety program that cut recordable incidents 40% over three years.