Marc Zornes

Past

• Intern, Market Development at U.S. Green Building Council
• Senior Consultant at C&S Wholesale Grocers
• Senior Business Analyst at Agua del Pueblo & Tulan

• Senior Manager, Procurement at C&S Wholesale Grocers
• Senior Business Analyst Reporting to CEO in Advisory Role at C&S Wholesale Grocers
• Manager, Process Reengineering at C&S Wholsale Grocers
• Business Analyst at C&S Wholesale Grocers
• Owner and Manager at Wash U Wash
• Assistant Wrestling Coach at Mary Institute and St. Louis Country Day School

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Education

• INSEAD
• Washington University in St. Louis - Olin Business School

Recommended

2 people have recommended Marc

Connections

247 connections

Industry

Warehousing

Marc Zornes’s Summary

Experienced operations manager and change management leader. Moving into consulting post-INSEAD.

Marc Zornes’s Specialties:

Purchasing, Business Process Re-Engineering, Change Management, Database design, system implementation

Marc Zornes’s Experience

• Intern, Market Development

  U.S. Green Building Council

  (Non-Profit; 51-200 employees; Non-Profit Organization Management industry)

  May 2008 — August 2008 (4 months)

  Developed carbon offset & reduction strategy
  
  Developed publication to highlight exceptional green building practices by leading retailers such as REI and Chipotle

• Senior Consultant

  C&S Wholesale Grocers

  (Privately Held; 10,001 or more employees; Wholesale industry)

  August 2007 — March 2008 (8 months)

  • Performing strategic analytics and recommendations while out of the United States.

• Senior Business Analyst

  Agua del Pueblo & Tulan

  (Civic & Social Organization industry)

  September 2007 — March 2008 (7 months)

  • Redesigned business operations to improve internal efficiency and higher visibility to project costs and opportunities

• Senior Manager, Procurement

  C&S Wholesale Grocers

  (Privately Held; 10,001 or more employees; Warehousing industry)

  February 2007 — August 2007 (7 months)

  • Continued leadership of inventory reduction project removing an additional $40mm
  • Led team of eight to oversee $2 billion in sales to maintain 96% in stock rate while lowering inventories 15%
  • Implemented process improvement efforts to drive standardized practices across procurement organization
  • Managed team of four responsible for operational and strategic analytics within department

• Senior Business Analyst Reporting to CEO in Advisory Role

  C&S Wholesale Grocers

  (Privately Held; 10,001 or more employees; Wholesale industry)

  September 2006 — February 2007 (6 months)

  • Traveled with CEO and owner of company, mentored on how improve business operations
  • Led initiative responsible for integrating Biceps buying system into the organization with a goal to remove $150mm of grocery and frozen inventory company-wide
  - Presented progress weekly to team of top level executives
  - Received weekly recognition award from buying teams as gratification for efforts
  - Removed $90mm of inventory across all facilities while maintaining consistent service levels
  • Re-designed slotting for Sacramento Grocery facility to increase labor productivity, reducing expenses by $7,000 per week

• Manager, Process Reengineering

  C&S Wholsale Grocers

  (Privately Held; 10,001 or more employees; Wholesale industry)

  February 2006 — September 2006 (8 months)

  • Managed team of four salaried employees responsible for customer speed-to-shelf agreements and purchase order quality
  • Executed data cleanup efforts in implementation of BICEPS, an enterprise-wide procurement system

• Business Analyst

  C&S Wholesale Grocers

  (Privately Held; 10,001 or more employees; Wholesale industry)

  August 2004 — February 2006 (1 year 7 months)

  • Participated in management development program with three rotations through Warehouse Operations, Procurement and Business Process Re-engineering
  • Designed internal reporting system for Safeway Collington Services division – daily status reports combining operational statistics from three warehouses used by area Director
  • Developed and implemented procurement system to remove $5mm from $40mm of synergy inventory
  • Created Data Integrity department responsible for “Item Lifecycle Management” and billing integrity for over 40% of all C&S business
  • Pioneering member of the War Room – responsible for capacity planning and general flow of good throughout New England region during the ’05-’06 holiday season. Managed inventory flow for eight selection warehouses and six outside storage facilities, over $400m in inventory
  • Piloted continuous improvement efforts in Procurement. Redesigned the “Day in the Life of a Buyer” removing one hour out of the average buyer’s day.

• Owner and Manager

  Wash U Wash

  (Privately Held; 1-10 employees; Consumer Services industry)

  April 2002 — May 2004 (2 years 2 months)

  • Designed and maintained a database to track information for more than 250 clients per year
  • Maintained store by dealing with customer inquiries and advertising to incoming students
  • Responsible for management of five store employees during Spring 2003, in the absence of the other partners
  • Created and implemented marketing strategies that increased sales by 10% on a year-to-year basis
  • Sold company in 2004 – profited a 38% increase from original purchasing price

• Assistant Wrestling Coach

  Mary Institute and St. Louis Country Day School

  (Non-Profit; 201-500 employees; Sports industry)

  November 2001 — March 2004 (2 years 5 months)

  Mentored two students who acquired two state medals without experience prior to high school wrestling, something that had not happened at Mary Institute and St. Louis Country Day School in over twenty years