Devin Nelson

• Performed in-depth analysis of yard utilization, inventory flow, and operational constraints to enhance service delivery, reduce blended CPL, and achieve record EBITDA.
• Drove container processing improvements focused on turn time, trouble window efficiency, and availability, directly enhancing customer value.
• Analyzed billing items and actuals to reduce revenue leakage and generate $518K in additional projected revenue aligned with SOR, tariffs, and commercial agreements.
• Led flip line analysis that identified over $500K in annual savings through technology integration (Mijack, appointment system) and headcount optimization.
• Completed Lean Six Sigma project leveraging TOS and CHE tech to convert floor runners into exception clerks, driving $450K in annual labor savings.
• Developed a model that projects when double-cycling will result in gangs saved, while also suggesting when additional spend on increased labor is unnecessary.
• Provided strategic insight and support during the appointment system transition from Voyage Control to Smart-Tecs, ensuring seamless operational continuity.
• Developed automated reporting tools with SMEs and vendors to support operations, customer service, and M&R, improving performance tracking and accountability.
• Improved vessel GMPH on FP1 service by analyzing stows and reconfiguring allocations to limit transition times and operational challenges associated with congestion.
• Collaborated with department GM to create structured onboarding and successfully led 10+ trainees through the program.

· Utilized various leadership styles to build rapport among colleagues and ILWU labor to drive results in regard to safety, customer service, and operational performance while managing the yard operation.

· Applied contractual and operational knowledge to prioritize tasks and order labor to efficiently and effectively meet department objectives.

· Implemented a yard duties checklist to breakdown responsibilities and effectively onboard 5+ OMs to the outside yard role over the last 2 years.

· Led several initiatives to improve terminal safety and efficiency such as redesigned gate tickets, reorganized yard configurations, and SOPs designed for simplification and control.

· Collaborated on the development of various tools used to track and forecast operations for effective business decisions.

• 12-week rotational program including Labor Relations, Safety, Process Excellence, Yard Operations, Vessel Operations, Rail Operations, and Gate/Planning Operations.