William F.

Rooney
GLOBAL TRANSPORTATION & LOGISTICS EXECUTIVE
Global Executive successful at building high-performance teams and leading diver
se organizations with accountability for up to $2 billion revenue, $1.5 billion
expense and $125 million operating income. A respected, high energy executive wi
th a clear sense of purpose and urgency who has successfully faced a wide variet
y of market, organizational and operational challenges. A strategic leader skill
ed at establishing operational and marketing excellence in culturally diverse en
vironments. Capable of articulating & translating a corporate vision into succe
ssful strategies and planning/executing multi-faceted business plans that improv
e market share, revenue, unit costs and operating income. Key qualifications inc
lude:
Strategic & Operational Planning
Broad International experience
Establishing Strategic Business Partnerships
Reorganization, Global Consolidation & Change Management
Establishing & Building Customer Relationships
Re-engineering Operations & Process Improvement
Securing Stakeholder Commitment & Support For Large Strategy Driven Projects
Negotiating Large Marine Terminal & Railroad Contracts
Designing, Building & Deploying Large Technology Systems
Market Segmentation, Penetration & Pricing Strategies
Cost Reduction & Profit Optimization
Forecasting & Budgeting (Sales/Ops/Capital)
Master of Arts: Economics Northeastern University, Boston, MA
Bachelor of Arts Economics Marist College, Poughkeepsie, NY
PROFESSIONAL EXPERIENCE
HANJIN SHIPPING AMERICA, Paramus,NJ
2004 to Oct. 2010
President 2005 to 2010
Responsible for all Hanjin Shippings business activities in North & South Americ
a including approx. $2 billion of revenue, $1.5 billion of expense and $125 mill
ion of operating income. Responsible for marketing, sales and pricing, and opera
ting a full transportation network including 15 ports, 4 railroads, hundreds of
truckers, 65,000 containers and 26,000 chassis. Lead an organization of 620 peop
le to achieve market share, revenue, total & unit cost and earnings objectives.
Prepare the organization for the future by establishing and implementing strateg
ies designed to establish and maintain competitive advantage.
Grew revenue by $400 million (25%). Minimized losses in the downturn of 2009.
Managed a $350 million contribution margin turn-around of the Trans-Pacific tra
de
Negotiated rail contracts valued at $2.5 billion and multiple large marine ter
minal contracts
Streamlined organization via re-organization and the establishment of 4 service
centers. Organization currently the most productive in the industry
Industry leader serving on several influential boards of directors
Vice President, Marketing & Sales 2004 to 2005
Responsible for marketing, sales and pricing activities in a $1.6 billion transp
ortation business in North & South America. Also responsible for trade managemen
t of the Trans-Pacific, Trans-Atlantic, Mid East and South America trades. Set &
executed marketing, sales & pricing strategies. Led an organization of 100 focu
sed on improving customer relations, increasing unit revenue, improving cargo mi
x and cargo profitability.
 Grew top-line revenue & unit profitability to achieve an operating margin of 11
%
Enhanced customer relations/market position by establishing the Hanjin Customer
Advisory Board
Developed and introduced successful new Premier Customer Service product
Re-organized sales force to improve efficiency and focus resources on higher pa
ying cargo
Revitalized pricing organization via process improvement, employee forced ranki
ng and re-organization
CMA-CGM
Virginia Beach, VA
2003 to 2004
Senior Vice President, Service Delivery
Responsible for US inter-modal operations, equipment management, maintenance, cu
stomer service, documentation and finance & accounting. Managed service delivery
across all inbound and outbound customers & cargo. Negotiated rail and truck co
ntracts. Managed a 350 person organization.
Performed a complete facility process review & re-engineered all vital processe
s.
Re-organized customer service functions to achieve greater efficiency & custome
r satisfaction
Deployed a newly developed backbone system covering most core functionality
Vastly improved data quality and availability via technology & process changes
Designed and instituted new customer service products
GT-Nexus, Alameda,CA 19
99 to 2002
Vice President, Partner Relations - 2001 to 2002
Marketed web-based software solutions & services to logistics providers, ocean c
arriers, and large shippers. Recruited major industry players to participate in
an innovative, collaborative technology platform. Sold supply chain software sol
utions to Global 200 corporations.
Negotiated deal to bring the seven largest freight forwarders on to the GTN log
istics platform.
Grew e-commerce platform transactions from 30/wk in Oct. 2001 to 900/wk in Augu
st 2002
Led Executive Council of key participants. Set direction & strategy. Implemente
d growth initiatives
Acted as a missionary sales person for the movement of the international logist
ics industry from antiquated technologies/processes to state-of-the-art, web bas
ed, collaborative technologies/processes
Vice President, Ocean Services 1999 to 2001
Was the 12th employee of this start-up technology company and worked with the fo
unders to establish the direction of the company and initial product strategy an
d design.
Set strategy for the use of web applications, networks & connectivity in intern
ational logistics
Along with software engineers designed a suite of collaborative, web based soft
ware products automating international logistics
Successfully introduced a comprehensive suite of products to the international
logistics industry. Applications reduce cost, create value and are recognized as
standard setting.
SEA-LAND SERVICE, New Jersey, Charlotte, NC & Rotterdam, the Netherlands
1975 to 1999
Vice President of Shipment Management, Charlotte, NC, 1997 to 1999
Directed a mission-critical, $100-million global project to: 1) Re-engineer, bui
ld and deploy new technologies and processes encompassing all order-to-cash acti
vities. 2) Establish shared-service centers to house and implement these new tec
hnologies and processes and consolidate back-office functions. Defined the proje
ct vision, set strategy and implemented. Oversaw 250 technology and business pro
cess professionals. Obtained and managed financial resources & senior management
commitment and involvement.
Covered activities in 60 countries and 130 sites around the world and directly
affected more than 1750 people. Addressed core product and cost issues as one of
the companys fundamental strategic initiatives.
On schedule/budget and 95% complete when company was sold. Dramatically enhance
d quality of service to customers. Productivity was increased by 30%. Est. full
deployment earnings improvement: $35 million.
Successfully converted customer service and order processing systems from a mai
nframe to a client-server. Integrated multiple technologies across a global geog
raphy
Established shared service centers in Cork, Ireland (275 employ.); Manila, the
Philippines (250 employ.); and Mumbai, India (100 employ.)
. Negotiated/secured $5 million in incentives from the Irish government.
System designed & built to allow Sea-Land and its customers to conduct supply-c
hain management via trip planning, event data collection/processing, tolerance-b
ased event notification, track & trace and reporting.
Vice President of Marketing, Edison, NJ; Rotterdam, the Netherlands; Charlotte,
NC 1990 to 1997
Led a team of 30 responsible for marketing transportation services between North
America and Europe and within Europe. Accountable for market research, planning
& segmentation, pricing, contract negotiations with customers, business selecti
on, and cargo volume and revenue goals. Total revenue: $900 million/year.
Planned/executed, with other division executives, a turnaround of the division.
Led cost cutting efforts
Improved market share from 8% to 10% in a very fragmented and competitive marke
t
Part of a 5-member team that designed, implemented & managed an effort among 15
transportation companies that successfully restructured the ocean transportatio
n market between Europe and the U.S.
Reduced a department of 45 persons to 30 while making it more effective and eff
icient
Above efforts allowed the division to meet earnings ($50 million/year) and ROI
(12%) goals
Director of Marketing, Edison, NJ and Rotterdam, the Netherlands
1986 to 1990
Managed all marketing functions for the business between North America & Europe.
Revenue accountability of $450 million. Accountable for negotiating contracts w
ith customers & pricing of services. Directed 20 people.
Director of Finance, Edison, NJ
1985 to 1986
Director of Planning & Analysis, Edison, NJ
1981 to 1985
Manager of Financial Planning, Edison, NJ
1977 to 1981
Senior Financial Analyst, Edison, NJ
1976 to 1977
International Trade Analyst, Edison, NJ
1975 to 1976
U.S. DEPARTMENT OF TRANSPORTATION, Cambridge, MA
1973 to 1975
Economist
Conducted research in the area of econometric based cargo & passenger transporta
tion demand analysis.
RECENT BOARD MEMBERSHIPS
Pacific Maritime Association (PMA)
United State Maritime Alliance (USMX)
Pacific Merchant Shipping Association (PMSA)
Consolidated Chassis Management (CCM)
OCEMA (Ocean Carrier Equipment Management Association) (Chairman)
Maritime Association of the Port of New York & New Jersey (President)