Chris Saylor

About Chris Saylor

Growth doesn’t break companies.Weak operating design does.As organizations scale, control fragments. Labor models strain. KPIs multiply without meaning. Systems drift from economics. Margin thins before anyone names it.That’s structural.I correct the design.For twenty-five years, I’ve led distribution and logistics environments from single-site management to unionized, multi-billion-dollar regional networks serving thousands of customers, to 49-site North American operating infrastructures where scale, labor, capital discipline, and margin intersect.I’ve carried complexity at every level, including full P&L accountability in high-volume, multi-site operating environments.When volatility rises, I bring clarity and discipline.I protect standards, especially when they’re inconvenient.Across senior leadership roles, I’ve delivered $67M+ in recurring cost-to-serve savings, unlocked $5.2M in new revenue through pricing and SLA restructuring, and driven double-digit productivity gains without sacrificing service continuity. Those gains weren’t episodic. They were embedded in operating design and financial governance.Execution isn’t intensity.It’s alignment.Alignment between labor and margin.Between KPIs and behavior.Between growth strategy and disciplined capital deployment.Between operational risk and enterprise value.When alignment is restored:Revenue stabilizes.Risk contracts.Throughput accelerates.Working capital improves.Margin expands.Doctorate in Business Administration.Master’s in Law.Professor, Penn State.I study systems formally.I’ve rebuilt them operationally for decades.Performance isn’t accidental.It reflects the structure that governs it.Enterprise operations leadership across distribution, logistics, supply chain, and multi-site 3PL environments, with full P&L accountability across union and non-union workforce environments. Network optimization, cost-to-serve reduction, EBITDA expansion, disciplined capital allocation and working capital management, post-acquisition integration, and operational excellence. ERP, WMS, TMS, and AI-enabled analytics supporting demand planning and capital deployment. Inventory management, transportation strategy, labor planning, margin expansion, and enterprise operating model redesign.

Experience

1. Director (Head of), North America Operations

   Target Specialty Products

   Jan 2022 — Present

   Head of North America operations. Lead operational strategy and execution for a 49-site distribution network, aligning supply chain strategy, business operations, and fulfillment performance across multi-million-dollar throughput- Reengineered fulfillment and logistics processes to reduce cost, elevate service levels, and increase scalability- Institutionalized operational rigor, real-time visibility, and KPI discipline to drive network-wide consistency- Strengthened customer outcomes and retention through integrated execution across sales, service, and delivery- Delivered cost control and EBITDA gains through data-driven planning and continuous improvement systems.P&L Ownership, KPI Governance, Cross-Functional Leadership, Vendor Management, Network Rationalization, Lean Operations, Operational Agility, Inventory Optimization, Labor Relations, Process Automation, Change Management

Education

• Cornell University

  Executive Leadership

• Indiana Wesleyan University

  Doctor of Business Administration (D.B.A.)

• Champlain College

  Master of Science in Law (M.S.L.), Employment Law

• University of Cincinnati

  Bachelor of Science, Criminal Justice/Psychology

• University of Cincinnati

  Associate of Applied Science, Criminal Justice Technology