Daniel Halinski Email & Phone Number | The positionu2019s primary responsibility is to provide strategic and operational direction on designing and maintaining an effective and efficient Inventory Control environment across the XPO Logistics footprint by driving consistency of processes, improved training and communication, enhanced results visibility, centralized accountability, and reduced expenses. u2022 Work directly with strategic customers of XPO Logistics to address negative perceptions of inventory controls and to mitigate significant monetary demands. Design and present recommendations to customer leadership on improvements to the control environment at troubled sites. u2022 Design, in conjunction with IT, a mechanized integrated Scorecard that provides individual site results on agreed to KPIs, and that provides roll-up summaries at sector and global levels of the organization. Implement a rollout plan to introduce the Scorecard to site Operators. u2022 Create a documented approach to Inventory Control at Operational Start Ups in the form of a detailed Project Plan, that augments implementation efforts by the Performance Enhancement organization.Currently responsible for managing the synergistic components of the global supply chain. This includes business case development and project management for key strategic initiatives, developing and managing employee engagement and leadership development programs, creating and maintaining business continuity plans, defining and enforcing the internal control environment and providing financial and business analytics support to the organization. u2022 Drove process rigor by centralizing business case development and financial evaluation around key strategic initiatives driving $200M incremental EBITDA annually u2022 Redesigned the project delivery methodology from a Waterfall to Agile approach u2022 Championed cross functional efforts in identifying and implementing Digitization opportunities within the supply chain u2022 Managed an initiative to extend payment terms to suppliers beyond the current 30 day averages driving a $140M improvement in Working Capital.Responsible for leading all elements of the reverse supply chain operation. This included managing the return, repair, and redeployment of over 12M devices annually and working directly with device manufacturers on improved quality, and reduced cost. Responsibilities also required designing and implementing recycling programs to drive financial value back to the operation. u2022 Internalized and then managed the device trade in program to internally deploy, or externally sell over 3M returned devices annually driving $100M in incremental EBITDA u2022 Developed partnerships to launch e-auction initiatives for returned accessories generating $25M in additional income on equipment previously scrapped u2022 Advanced innovative repair processes to improve return device yield dramatically reducing repair costs. Directly responsible for managing inventory and distribution for the entire retail footprint of Verizon Wireless. This included overseeing three distribution centers in fulfilling orders to over 1,600 store locations on a daily basis. Responsibilities also included developing a centralized distribution framework to enable process and system standardization for forward operations. u2022 Implemented an advanced supply planning and replenishment tool to enable a high velocity distribution model creating more flexibility and driving $100M in Working Capital improvement u2022 Optimized inventory across Verizon Wireless by integrating a multi echelon inventory optimization tool that added upstream visibility and improved planning at each holding location within the supply chain u2022 Consolidated retail distribution operations across four areas into a single centralized function incorporating best practices, and driving a single system solution for planning and execution. Led an accounting organization in performing high level financial statement preparation and review as well as journal entry oversight for all transaction related to the procurement and sale of equipment. This included financial responsibility for all sales and cost of sales accounts, associated supply chain accounts including warehouse, transportation, and repair, and all inventory accounts related to handsets and accessories. u2022 Consolidated cost accounting activities of the three former Fortune 500 entities (Bell Atlantic , GTE, and Air touch) upon the creation of Verizon Wireless u2022 Transitioned nine legacy accounting systems to a single integrated platform significantly reducing the numbers of journal entries, reconciliations, and audit deliverables performed monthly u2022 Developed and implemented warehouse cycle count processes eliminating the need for annual physical inventories improving distribution center uptime by over one week annually. Responsible for managing a warehouse and distribution function which encompassed over $18B in device and accessory inventory with an annual logistics budget of $250M. This function oversaw operations at three locations filling 1,600 retail store orders daily, and over 1M direct to consumer orders monthly. u2022 Efficiently managed a complete warehouse transition between 3PLs with no disruption in service or financial impact u2022 Implemented order postponement functionality for B2B orders that enabled order consolidation reducing volume and improving customer satisfaction u2022 Introduced enhanced transportation pooling that leveraged local courier services for cost efficient last mile delivery. Overall responsibility for the consolidated financial operations including the monthly close process, journal entry oversight, statement preparation and monthly account reconciliations. Duties further included coordinating with external audit and making accounting recommendations to senior management u2022 Participated in the acquisition of several Ameritech properties specifically the $3 billion dollar purchase of the Chicago/St Louis markets u2022 Directed financial activities in divesting two strategic wireless markets in advance of the Bell Atlantic/GTE merger. Participated on the Area management team as leader of the financial organization. Primary responsibilities included budgeting and strategic planning, financial variance analysis, promotion analysis, and service operations. u2022 Played a leadership role in launching the first digital wireless market within the GTE footprint u2022 Established the initial inventory distribution plan for the market. Managed the product distribution organization, which procured and distributed wireless equipment to over 200 stores and agents for GTE Wirelessu2019 largest market. u2022 Centralized the Areau2019s product distribution team into s single distribution and repair center u2022 Developed and managed an equipment leasing and device recovery operation program to help control customer acquisition cost. Responsible for recording all contract revenues associated with switching equipment sales for one of the largest manufacturers of telecommunications equipment worldwide.

Daniel Halinski

The positionu2019s primary responsibility is to provide strategic and operational direction on desig...
Alpharetta, Georgia, United States

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Daniel Halinski’s Email daniel.halinski@xpo.com

Daniel Halinski’s Phone Numbers +1 717-730-****

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Daniel Halinski’s Location Alpharetta, Georgia, United States

Daniel Halinski’s Current Industry Xpo Logistics

Daniel Halinski’s Prior Industry Verizon | Verizon Wireless | Gte Wireless | Lucent Technoloies

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Work Experience

Xpo Logistics

Vice President - Commercial Risk Management

2019-07-01 00:00:00 - Present

Verizon

Director - Business Operations

2014-01-01 00:00:00 - 2017-01-01 00:00:00

Verizon Wireless

Director - Reverse Logistics Operations

2013-01-01 00:00:00 - 2014-01-01 00:00:00

Gte Wireless

Manager - Financial Reporting

1998-01-01 00:00:00 - 2000-01-01 00:00:00

Lucent Technoloies

Sr. Accountant - Revenue Accounting

1989-01-01 00:00:00 - 1992-01-01 00:00:00

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FAQ About Daniel Halinski

Daniel Halinski is located at
Alpharetta, Georgia, United States

Daniel Halinski is a The positionu2019s primary responsibility is to provide strategic and operational direction on designing and maintaining an effective and efficient Inventory Control environment across the XPO Logistics footprint by driving consistency of processes, improved training and communication, enhanced results visibility, centralized accountability, and reduced expenses. u2022 Work directly with strategic customers of XPO Logistics to address negative perceptions of inventory controls and to mitigate significant monetary demands. Design and present recommendations to customer leadership on improvements to the control environment at troubled sites. u2022 Design, in conjunction with IT, a mechanized integrated Scorecard that provides individual site results on agreed to KPIs, and that provides roll-up summaries at sector and global levels of the organization. Implement a rollout plan to introduce the Scorecard to site Operators. u2022 Create a documented approach to Inventory Control at Operational Start Ups in the form of a detailed Project Plan, that augments implementation efforts by the Performance Enhancement organization.Currently responsible for managing the synergistic components of the global supply chain. This includes business case development and project management for key strategic initiatives, developing and managing employee engagement and leadership development programs, creating and maintaining business continuity plans, defining and enforcing the internal control environment and providing financial and business analytics support to the organization. u2022 Drove process rigor by centralizing business case development and financial evaluation around key strategic initiatives driving $200M incremental EBITDA annually u2022 Redesigned the project delivery methodology from a Waterfall to Agile approach u2022 Championed cross functional efforts in identifying and implementing Digitization opportunities within the supply chain u2022 Managed an initiative to extend payment terms to suppliers beyond the current 30 day averages driving a $140M improvement in Working Capital.Responsible for leading all elements of the reverse supply chain operation. This included managing the return, repair, and redeployment of over 12M devices annually and working directly with device manufacturers on improved quality, and reduced cost. Responsibilities also required designing and implementing recycling programs to drive financial value back to the operation. u2022 Internalized and then managed the device trade in program to internally deploy, or externally sell over 3M returned devices annually driving $100M in incremental EBITDA u2022 Developed partnerships to launch e-auction initiatives for returned accessories generating $25M in additional income on equipment previously scrapped u2022 Advanced innovative repair processes to improve return device yield dramatically reducing repair costs. Directly responsible for managing inventory and distribution for the entire retail footprint of Verizon Wireless. This included overseeing three distribution centers in fulfilling orders to over 1,600 store locations on a daily basis. Responsibilities also included developing a centralized distribution framework to enable process and system standardization for forward operations. u2022 Implemented an advanced supply planning and replenishment tool to enable a high velocity distribution model creating more flexibility and driving $100M in Working Capital improvement u2022 Optimized inventory across Verizon Wireless by integrating a multi echelon inventory optimization tool that added upstream visibility and improved planning at each holding location within the supply chain u2022 Consolidated retail distribution operations across four areas into a single centralized function incorporating best practices, and driving a single system solution for planning and execution. Led an accounting organization in performing high level financial statement preparation and review as well as journal entry oversight for all transaction related to the procurement and sale of equipment. This included financial responsibility for all sales and cost of sales accounts, associated supply chain accounts including warehouse, transportation, and repair, and all inventory accounts related to handsets and accessories. u2022 Consolidated cost accounting activities of the three former Fortune 500 entities (Bell Atlantic , GTE, and Air touch) upon the creation of Verizon Wireless u2022 Transitioned nine legacy accounting systems to a single integrated platform significantly reducing the numbers of journal entries, reconciliations, and audit deliverables performed monthly u2022 Developed and implemented warehouse cycle count processes eliminating the need for annual physical inventories improving distribution center uptime by over one week annually. Responsible for managing a warehouse and distribution function which encompassed over $18B in device and accessory inventory with an annual logistics budget of $250M. This function oversaw operations at three locations filling 1,600 retail store orders daily, and over 1M direct to consumer orders monthly. u2022 Efficiently managed a complete warehouse transition between 3PLs with no disruption in service or financial impact u2022 Implemented order postponement functionality for B2B orders that enabled order consolidation reducing volume and improving customer satisfaction u2022 Introduced enhanced transportation pooling that leveraged local courier services for cost efficient last mile delivery. Overall responsibility for the consolidated financial operations including the monthly close process, journal entry oversight, statement preparation and monthly account reconciliations. Duties further included coordinating with external audit and making accounting recommendations to senior management u2022 Participated in the acquisition of several Ameritech properties specifically the $3 billion dollar purchase of the Chicago/St Louis markets u2022 Directed financial activities in divesting two strategic wireless markets in advance of the Bell Atlantic/GTE merger. Participated on the Area management team as leader of the financial organization. Primary responsibilities included budgeting and strategic planning, financial variance analysis, promotion analysis, and service operations. u2022 Played a leadership role in launching the first digital wireless market within the GTE footprint u2022 Established the initial inventory distribution plan for the market. Managed the product distribution organization, which procured and distributed wireless equipment to over 200 stores and agents for GTE Wirelessu2019 largest market. u2022 Centralized the Areau2019s product distribution team into s single distribution and repair center u2022 Developed and managed an equipment leasing and device recovery operation program to help control customer acquisition cost. Responsible for recording all contract revenues associated with switching equipment sales for one of the largest manufacturers of telecommunications equipment worldwide.