Supply Chain · Logistics · Operations Executive · Process Improvements
Operations and supply chain executive who turns underperforming operations into disciplined, scalable businesses — co-leading revenue growth from $3M to $65M, leading teams of 1,200+, and owning P&L, Lean transformation and process improvement across distribution, logistics and manufacturing.
The person behind the results
I’m Troy Bossert. My career connects entrepreneurship, financial services, sales, and large-scale operations—with a consistent focus on developing people and improving how businesses work.
Before leading supply chain and distribution operations, I built my foundation in real estate, mortgage lending, and business ownership. Those years taught me to balance customer relationships, financial discipline, and team performance. Today, I bring that commercial perspective to operational leadership: understanding the numbers, listening to the people doing the work, and turning better processes into better results.
2000–2010 career foundation
My ten years in real estate and mortgage-related fields included owning and operating Helios Financial Center: a real estate agency, mortgage business, and appraisal business under one corporate umbrella. I brought together sales, lending, appraisals, recruiting, training, budgets, and day-to-day administration—learning to manage an entire business, not just one function.
Joseph Scott Financial · CitiFinancial
At Joseph Scott Financial, I repeatedly broke monthly, quarterly, and yearly branch sales records and became the leading producer for 2005. My earlier resume records $180,000 in fees in May 2005 and $624,000 for the year. At CitiFinancial, I broke branch sales records twice within six months. That experience shaped my approach to prospecting, client relationships, and measurable revenue growth.
Merrill Lynch · Wells Fargo
I began my professional career at Merrill Lynch, supporting regional leadership and developing a foundation in credit products. My lending experience spans residential, commercial, FHA, equity, and reverse mortgages, including evaluating financial statements and credit risk. At Wells Fargo, I led the region in applications in June 2009 and production by units in September 2009, while coaching colleagues on systems and sales techniques.
Joseph Scott Financial · Happy Foods of SWFL
I trained mortgage originators on systems, lending programs, and prospecting, helping Joseph Scott Financial grow from one office to four. At Happy Foods of SWFL in 2012, I developed wholesale produce relationships with chefs and hospitality customers and increased district sales by 50% in the first month. Across these fields, I learned to build teams, earn repeat business, and connect daily execution to profitability.
Career background drawn from my earlier resume, personal account, and original career website.
Philosophy
Leadership
Brought into overloaded, high-pressure environments and turned them into disciplined, scalable operations through process redesign, SOPs and accountability.
Isolates the handful of metrics that drive service, cost and throughput — then hardwires the fix. Has written KPIs with financial responsibility into 3PL contracts.
Designed organizations of 1,200+ people and 75 leaders, led complex go-lives and start-ups, and built businesses from zero to multi-million revenue.
Expert in SAP WMS and GOLD WMS, Power BI reporting, RFID and scan-to-pick, and an advanced AI power user turning insight into execution fast.
Operational Excellence
Lean, the 3 Ms, Six Sigma, Kaizen and Value Stream Mapping aren't buzzwords to me. They're how I run a building. Here's the proof, and why each one decides whether an operation wins or falls behind.
Eliminate waste, maximize flow
Proven in my career
Why it matters
Lean keeps every step, touch and square foot tied to what the customer actually pays for — the fastest way to lower cost per unit while raising service.
Waste, unevenness and overburden
Proven in my career
Why it matters
Most operations attack only visible waste. Unbalanced workloads and overworked teams quietly cause the injuries, turnover, mispicks and missed trucks that waste creates later.
Data-driven defect reduction
Proven in my career
Why it matters
Six Sigma's DMAIC cycle (Define, Measure, Analyze, Improve, Control) turns 'we think' into 'we know.' In a warehouse, every defect — a mispick, a miscount, a late trailer — is a cost and a customer experience.
Focused, rapid continuous improvement
Proven in my career
Why it matters
A well-run Kaizen gathers the people who do the work, fixes one real problem in days instead of months, and builds a culture where every employee looks for the next improvement.
See the whole flow, end to end
Proven in my career
Why it matters
Mapping the value stream shows where material and information actually wait. Usually 90%+ of lead time is waiting — the map shows leaders where to invest for the biggest payoff.
Career
ABB
Recruited to lead inventory control and capacity optimization for an overextended DC at a global electrification and automation leader. Promoted twice within five months (Supervisor → Interim Warehouse Manager → Internal Warehouse and Operations Logistics Manager).
World Class Distribution (Trader Joe's)
Led the launch of Virginia's largest grocery distribution center — a 1.2M sq ft flagship and the most advanced site in the network.
Care Advantage (Nurse Advantage)
Top executive charged with rebuilding a medical staffing division from the ground up; member of the Executive Board.
AFL Supply Chain Management
Founded and ran a 3PL brokerage — licensing, sales, dispatch, contracts, finance and compliance.
A&Z Trucking Logistics
Co-led growth from $3M to $65M in annual revenue, expanding a single 3-person office into a national 6-branch operation with 60+ employees.
Capabilities
Technology
Credentials
© 2026 Troy Bossert