University of Nebraska at Omaha

University of Nebraska-Lincoln

Founder & CEO at driverDOC

Logistics simplified in the hand of the driver.

driverDOC was imagined to challenge the inefficiencies of the logistics supply chain through the creation of a better driver experience and integrated data flow.  We believe drivers are the greatest, yet most underutilized, asset in simplifying the supply chain's back office.

driverDOC

Founder & CEO

Asset Balance Solutions (ABS) was founded to empower leaders and businesses by implementing a robust data utilization strategy. 

Without a robust data strategy, most data insights are lost in the everyday shuffle of business. A focused strategy can identify forward-looking metrics and new data relationships and fight the tendency to focus on yesterday's results.

ABS follows a four-step process to plan, prepare, blend and visualize an organization's data.  Every facet from how data is created, warehoused, stored and extracted affects its usefulness.

By simplifying complexity and identifying key data relationships, a company can remove the fog and glean new insights. Data is generated at a rapid rate in each business cycle, but isn't often fully utilized. With a refreshed data strategy, people, processes and systems align to bring light to new opportunities and formulate true balance.​

Asset Balance Solutions

Founder and Owner

Partnered with the best & brightest from all modes of transportation together to create & develop the first of its kind open source and blockchain/web3 standards for the global supply chain.

I worked on several working groups for formulating key data standards for many areas throughout the logistical supply chain. Most notably, I served as Chair for the Bill of Lading work group where I helped design the data elements and structure for an electronic bill of lading to eliminate paper in the supply chain.

Blockchain in Transport Alliance (BiTA)

E- BOL Chair

- Product ownership and project management for new ROI-driven TMS
 - Lead development efforts of new TMS modeling for improved sustainability and scalability
 - Captured key business documentation through JIRA/Scrum
 - Created and communicated new TMS development roadmap
 - Planned and utilized Agile Methodologies
 - Leveraged Google Analytics to drive system adoption/training support - Maintained >95% adoption
 - Managed both Transactional and Analytics Teams
 - Built key data visualizations in Tableau and Microsoft products
 - Lead data mining and data source build-outs - Created new warehouses for maximizing data
 - Developed transactional business strategy - Margin up 17%, Revenue up 8% (2017 vs. 2016)

Werner Enterprises

Manager - Intermodal Network Design

- Developed price decision tools to increase overall market competitiveness
 - Lead new pricing system development - Benchmarked with market and McKinsey
 - Organized and analyzed market and financial data to improve price yield capabilities
 - Created and managed contract renewal process for Industrial Products group
 - Established 2016 cost takeout KPIs and measurement process
 - Built OBI dashboards and reports for monitoring KPIs, goals and results
 - Assisted pricing team in streamlining and automating current pricing methodologies

Union Pacific Railroad

Business Manager - Market Planning

- Managed a $130MM revenue account base – 6% growth (2014 vs. 2013)
 - Achieved a $67 contribution per car day rate (compared to plan of $65) – 37% growth (2015 vs. 2014)
 - Discovered and eliminated $3.5MM of exorbitant network costs during 2015 
 - Developed and implemented gondola asset optimization strategy and tools
 - Created pricing and asset strategies that optimize UP’s gondola fleet and eliminate empty costs
 - Led scrap reload efforts – 8% total contribution growth & average empty miles reduction (2014 vs. 2013)
 - Organized and analyzed market data to make decisions that benefit both our customer and Union Pacific
 - Utilized key market resources and customers to develop and maintain industry knowledge
 - Eliminated doubt through providing exceptional customer solutions – Find the way to “Yes”

Business Manager - Scrap Steel

- Responsible for transactional pricing of both EMP and UMAX programs – $161MM revenue base (2013)
 - Communicated network status and opportunities for business development to pricing and sales teams
 - Obtained an understanding of current operations and equipment management obstacles and advancements
 - Developed and implemented intermodal container asset optimization strategy and tools
 - Reviewed and certified quarterly liability accruals for current contracts
 - Analyzed and reviewed interline divisions and pricing floors
 - Collaborated with a team to reduce empty repositioning costs by $10MM – 13% reduction (2013 vs. 2012)
 - Collaborated with a team to reduce empty units by 29K units – 23% reduction (2013 vs. 2012)

Pricing Manager

- Managed a $22MM revenue account base – 30% growth from the previous year (2012 vs. 2011) 
 - Achieved a $73 contribution per car day rate (compared to plan of $50) – 30% growth (2012 vs. 2011)
 - Collaboratively worked with Streamline sales to manage and exceed customer expectations
 - Developed and implemented Streamline container asset optimization strategy and tools
 - Created drayage savings calculator for measuring and reporting drayage optimization
 - Enhanced business development skills through strategically targeting customers and shippers 
 - Developed effective pricing strategies based on UP’s network that create synergies with other UP products
 - Partnered with IT to expand Streamline services into select Canadian and Mexican markets

- Managed container assets on UP and foreign railways
 - Established effective customer communication lines in order to exceed customer expectations
 - Reduced Streamline’s equipment maintenance cycle time by 3% (2010 vs. 2009)
 - Coordinated efforts with finance to accurately bill and collect equipment per diem (demurrage)
 - Identified and implemented process and system improvements for increased equipment utilization
 - Communicated and implemented cost avoidance strategies with marketing and sales

Equipment Manager

- Planned and executed audit programs to test information technology and business process controls
 - Supervised and reviewed staff audit documentation
 - Provided exceptional client service by partnering with the client to improve business operations 
 - Harnessed communication skills through developing and leading audit presentations
 - Led client interviews and observations to gather audit support 
 - Identified new business opportunities for an improved client experience

KPMG

IT Advisory Associate

Air Force Audit Agency (AFAA)

Audit Intern

Koski Professional Group, P.C.

Tax Intern

- Supervised 22 auditors and managed their performance
 - Performed revenue audits on non-compliant corporate customers
 - Implemented Quarterly Auditor Award Program
 - Achieved 5% increase in total scan volume from July 2006 through October 2006
 - Achieved 2% increase in monthly billable revenue from July 2006 through October 2006

Josh Kolar