JIM SIRIAN

• Co-Owner of Independent Service Provider for FedEx Linehaul Division that manages staff of 20 employees remotely from Minnesota, research and evaluate future opportunities/business growth, and maintain/oversee services on fleet of 11 semi tractors.
• Reached 1.2 million mile benchmark for 2022.
• Maintained stellar safety score with weekly coaching, training video program, and pre-trip post-trip monitoring software.
• Lead company from 5 assigned routes to 10.
• Won FedEx Gold Event Region and Division President award for service/safety in 2025 for US/Canada.

• Managed inventory levels for approximately 10 million dollars worth of copper, aluminum, and steel electrical products while maintaining vendor relationships.
• Negotiated pricing to drive company profit by watching market futures.
• Actively collaborated with operational planning, staging, and freight options. Maximizing operation efficiencies, floor space, and profits.
• Leveraged buying power to reduce dead inventory and increase inventory turns.

• Sourced alloy sheet and coil from multiple vendors while preparing quotes for sales team.
• Managed relationships with current and new vendors.
• Reviewed stocking levels and price breaks in accordance with available warehouse space.
• Wrote fundamental SQL code for query based reports to clean database errors and increase sales team confidence.
• Reviewed all inbound material for metallurgy and american standards.

• Sold beef to friends, family, and longtime customers while maintaining 40 acres for feed. 80 acres rented out to local farmers.
• Raised 15 beef steers for processing (stopped raising them in October 2020)
• Family farm established in 1901
• Currently service/repair 1943 and 1967 Farmall tractor for fun.

• Managed inventory levels for approximately 10 million dollars worth of copper, aluminum, and steel electrical products while maintaining vendor relationships.
• Negotiated pricing to drive company profit by watching market futures.
• Actively collaborated with operational planning, staging, and freight options. Maximizing operation efficiencies, floor space, and profits.
• Leveraged buying power to reduce dead inventory and increase inventory turns.

• Quoted MCC & packaged drives with value add design, consulted customers with electrical solutions onsite, and held training seminars updating customers with current offerings.
• Sold 4.1 million dollars worth of equipment in 2016
• Worked with large customers like General Mills, Malt-O-Meal, Land-O-Lakes, 3M and Cargill.
• Managed competitive waste water quote packages with switch gear team.

• Managed building maintenance, service contracts, contractor projects, vendor management and annual budget.
• Managed/implemented the following projects:

- 1.1 million dollar distribution center conveyor/mezzanine project.

- Headquarters 20KW Wind turbine and solar tracker install.

- Headquarters disaster recovery generator backup.

- Headquarters sales office expansion.

- Headquarters parking lot expansion.

- LaCrescent WI distribution center expansion.

• Managed direct reports, designed/implemented new processes, managed inventory adjustments, trained distribution center team members, trained sales team on new processes/products, created/ran reports in database system (Eclipse), managed quality assurance in distribution center and sales team functions.
• Managed/implemented the following projects:

- Converted commodities department to RF process.

- Created copper scrap program with local plant.

- Pipe department and high bay expansion.

- Created commodities department training manual.