Jason Gauthier

➤ Strategically overseeing the training programs and classes for all hourly employees and management in the District that currently encompasses the 4 states of UT, AZ, NM, and CO. ➤ Managing a Comprehensive Health & Safety Process for staff, including prevention activities, as well as auditing, regulated goods, hazardous materials responder certifications, safety training, and pre-employment training for all levels. ➤ Developing e-learning and other training materials, while collaborating with Training & Development Staff Manager to drive education program transformations, enhancing overall employee production, performance, and efficiencies. ➤ Consulting with Business Unit Managers to determine delivery methods for training and learning interventions, as well as participating in pilot tests of new training and learning interventions to observe and assess their effectiveness. ➤ Effectively managing the training of Part- and Full-Time Hourly, Part-Time Management, and Full-Time Supervisors, Business Managers, and Division Managers. ➤ Reviewing post-project results with the Business Unit Manager to determine the degree to which training and learning interventions enhance participant and business unit performance. ➤ Directly supervising Training Coordinators, Compliance Supervisors, Training Supervisors, Training Specialists, and Communications Specialists, adeptly motivating and developing a top-quality team that exceeds targeted goals. ➤ Balancing multiple projects and deployment schedules to meet stakeholder expectations, managing project lifecycles including scope, resources, schedule, initiation, start-up/design, building, and deployment from beginning to end. ➤ Utilizing package flow technology to dispatch both ground and air network drivers in the most efficient manner possible, while also utilizing automation to sort packages.

➤ Successfully oversaw operations and process management for up to 750K+ delivered packages per day, while executing the strategic operational plan and supporting the day-to-day running of District operations and driving cost results. ➤ Strategically managed an Operations group across the States of CO and NM, with a total of 4,500-5K employees within 55 Operating Centers, and directed the hiring and staffing of the employee workforce. ➤ Enabled the District Manager more opportunities to build customer relationships and grow volume by providing direction to Managers and Associates on strategic initiatives and by cultivating partnerships within the community. ➤ Directly oversaw the labor process and worked within boundaries of a labor contract with the Teamsters Union, as well as trained Labor Managers in the process of hearings from Center through National Panel level hearings. ➤ Advanced employees' personal and professional growth by identifying individual and team skill gaps and development opportunities, while updating succession plans to increase available candidates for future management positions. ➤ Led the day-to-day administration of processes and formal procedures, including people processes such as performance management, career development, succession planning, salary administration, training, and staffing. ➤ Conducted focus group meetings to improve employee relations, communicate company values, and solicit suggestions to improve the business, while using a variety of access channels to help staff understand key issues and objectives. ➤ Effectively investigated employee concerns, and attended H&S program meetings to review performance issues and ensure front-line supervisors were addressing poor performance and recognizing good behavior. ➤ Participated in Worker's Compensation control processes to monitor and minimize the time employees were out of work and to review their need for modified duty assignments.

➤ Ran a Division of 17 individual Package Centers, ranging in size from 25-125 employees, with 975 staff total across the area, while overseeing operations and process management for 500K+ packages per day, with up to 750K delivered. ➤ Directly oversaw the development of Division operating plans to maximize operational performance and promote service and safety, in addition to working with Operations to ensure adequate people/equipment resource availability. ➤ Established cost-cutting measures and production improvements, resulting in a promotion in '14 to run a Division of 6 large Metro Centers and 2 large Pre-Load Operations, with a total of 1,600 employees. ➤ Promoted high levels of customer service and built a customer-centered culture, as well as investigated and resolved customers' issues in a timely, effective manner to maintain trust, retain business, and create sustainable processes. ➤ Conducted frequent management meetings to review individual and Division performance and to create plans for improvement, while ensuring Operations Managers are retaining volume in their areas. ➤ Participated in business building activities and monitored current business activity against plan, as well as made adjustments to ensure business plans and goals were achieved. ➤ Effectively troubleshot system, operational, and service issues, and applied the Quality Improvement Process to ensure continuous, positive change throughout the Division. ➤ Reviewed and analyzed package planning reports to identify trends impacting the business, communicating findings to Operations and District staff to share performance, business plan results, and create future plans and strategies. ➤ Coached staff and provided ongoing feedback and support to improve performance, while identifying opportunities for new, challenging work assignments that advanced the skills and capabilities of individuals and the organization.

➤ Business Manager – United Parcel Service (UPS) – 2003 to 2010 ➤ Pre-Load Supervisor – United Parcel Service (UPS) – 2002 to 2003 ➤ Driver Supervisor – United Parcel Service (UPS) – 2000 to 2002 ➤ Package Car Driver (Hourly) – United Parcel Service (UPS) – 1995 to 2000