Ryan Jones

Experience

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  Stevens Shipping and Terminal Co. (Ports America)

  Aug 1993 - Oct 2000

  ADMINISTRATIVE MANAGER/TERMINAL SUPERVISOR/HUSBANDRY MANAGER/BOARDING AGENT

  EARLY CAREER SUMMARYIn the Administrative Manager position, I prepared profit and loss statements and completed invoicing and payroll for 24 client companies. I also supervised a union labor force.As the Terminal Supervisor, I trained, motivated, and supervised a team of 10-40 union employees in the management of daily yard and terminal stevedoring activities. Additionally, I oversaw and coordinated terminal gate movements including more than 2500 container deliveries per week.In my earliest role of Husbandry Manager/Boarding Agent, I managed a staff of 3 boarding agents and directed the day-to-day functions of the Husbandry Department. I served as a liaison between vessels, port, and principals to coordinate vessel operations, and ensured all foreign vessels operated within federal guidelines. I also prepared cargo manifests, bills of lading, cargo diversions, manifest discrepancy reports, as well as quarterly departmental and profit and loss (P&L) reports. Show less

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  APM Terminals

  Oct 2000 - Apr 2012

  Dual responsibilities included both HSSE and Operations leadership. I provided operational leadership over a portfolio of 13 terminals, multiple in-land support facilities, and more than 40 staff members in the Asia-Pacific regional territory to include wholly owned and joint-venture organizations in Japan, China, and Southeast Asia. Oversaw KPI creation, tracking and reconciliation, budget management, invoicing, reporting, and asset management.Simultaneously, I led hands-on HSSE training and awareness initiatives and drove compliance with local government regulations. I traveled to each site to conduct safety & security observation tours and audits, oversaw quarterly follow-up, and ensured management teams were informed of environmental changes in the company. I also conducted fatality investigations as needed and served as a regional lead for UN global compact compliance.SELECT ACCOMPLISHMENTS INCLUDE:—Reduced Lost Time Incident ratio (LTI) while man-hours doubled over the course of 3 years.—Ensured lowest cost-per-move results by driving cost leadership over all terminals.—Managed multiple environmental footprint and CO2 emissions projects with results that included a 10% reduction of greenhouse gas emissions covering the entire Asia-Pacific portfolio.—Implemented and trained 10 terminals and multiple in-land support facilities on the use of “Synergi,” the company’s global incident reporting system.—Cultivated a strong, cross-cultural team by leading the integration of local and international employees for team-building and rapport-development activities.—Served as a key member of the regional management team, providing strategic planning, regional P&L management, terminal safety directives and initiatives, as well as corporate and regional conflict resolution. Show less I managed global HSSE initiatives through the development of policies, procedures, and guidelines for all locations. Created and implemented safety reporting and organizational development to define and track LTIs, Near Misses, and Safety Management Systems. Developed the Global Terminal Development Program HSSE module, and drove communication and cross-training across many different cultures to ensure consistently safe terminal operations. I led accident investigation training for fatalities and corporate Magnum/Magnet management training modules, and represented the company in international management meetings and presentations.SELECT ACCOMPLISHMENTS INCLUDE:—Developed, produced, and led the “Safety Culture Workshop,” a six-month project designed to educate staff and strengthen safety focus throughout all levels of the organization. The program was delivered to more than 16k international employees and is still being utilized today. —Standardized and improved safety processes through hands-on auditing approach by creating an elaborate Excel-based terminal-auditing tool that both checked and instituted action plans. The program was eventually rolled out for global use.—Served as member of the Virtual Safety committee that analyzed major safety issues and implemented global solutions.—Spearheaded the implementation of companywide audits utilizing the Safety Conformance System (SCS).—Promoted APMT’s commitment to improving health and safety systems throughout the organization as the lead contact for the company’s “Synergi” reporting system. Show less

  • REGIONAL GENERAL MANAGER; HSSE/OPERATIONS

    Jan 2009 - Apr 2012

  • SENIOR MANAGER; HSSE

    Jun 2007 - Dec 2008

  • SAFETY/SECURITY/ENVIRONMENTAL MANAGER & ADMINISTRATIVE MANAGER

    Oct 2000 - Jun 2007
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  A.P. Moller - Maersk

  Apr 2012 - now

  Port of Tanjung Pelepas (PTP), Malaysia (July 2018 – Present)GENERAL MANAGER; TERMINAL OPERATIONS MANAGER – HEAD OF PORT OPTIMIZATION DEPT.Change Manager at Maersk Line’s largest global transshipment hub (9.1 mil TEU), with strong focus on employee development and successfully creating a problem-solving culture. Reports directly to Terminal COO, responsible to ensure all Service Level Agreements (SLAs) are satisfied, while delivering record-breaking performance levels. Coordinates internal and external departments to create and execute strategy to meet key port and customer objectives. Constant vision towards improvement of operational processes and practices to align 24/7 employee shifts and the supporting structures (direct and indirect reporting) to deliver on objectives. Show less Manage Maersk Line’s interests in the Port of Tanjung Pelepas (PTP), with focus on optimizing productivity through KPI, SLA, and stakeholder management. Strive to build strong relationships throughout this joint-venture environment that includes APM Terminals and Maersk Line Headquarters, Terminal Partnering Project team, Port Authorities, and third-party service providers. Complete performance reviews and follow up with various stakeholders, and lead resource optimization projects and process improvements. Ensure global reliability and on-time delivery through the Terminal Partnering Project.SELECT ACCOMPLISHMENTS INCLUDE:—Drive terminal performance for the largest port in the company’s terminal portfolio, overseeing the operational framework, negotiation, and implementation of a multimillion dollar SLA servicing more than 100 ships per month, with total Maersk Line volume of 6M Twenty-Foot Equivalents (TEUs), representing 78% of the PTP total volume, and with more than 50% of all of Maersk Line’s worldwide container volume passing through the Port of Tanjung Pelepas.—Collaborate between the shipping line and the terminal to align SLA requirements, productivity, and stakeholder best interests. I also meet weekly with management to address and resolve issues to ensure business continuity.—Improved timeliness and accuracy of data transfers 30% by instituting new procedures with focus on efficiency, reliability, and prompt conflict resolution.—Increased productivity 6%, reduced “re-stow” moves by 7%, and implemented documented process to sustain improvements throughout future calls. By reviewing processes, I was able to identify barriers and determine best practices for loading containers onto vessels.—Minimized disruptions to ML services by establishing the leading indicators for terminal performance. This enabled the ability to forecast unusual production surges or drops that may have required contingency planning for terminal resources. Show less

  • Marine and Terminal Operations Specialist

    Oct 2000 - now

  • Asia Pacific Hub Ports Berth Manager

    Jun 2015 - Jun 2018

  • GENERAL MANAGER; SENIOR TERMINAL PERFORMANCE PARTNER

    Apr 2012 - Jun 2015
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  Port of Tanjung Pelepas

  Jul 2018 - now

  Terminal Operations Manager

  Change Manager at Maersk Line’s largest global transshipment hub (9 mil TEU), with strong focus on employee development and successfully creating a problem-solving culture. Reports directly to Terminal COO, responsible to ensure all Service Level Agreements (SLAs) are satisfied, while delivering record-breaking performance levels. Coordinates internal and external departments to create and execute strategy to meet key port and customer objectives. Constant vision towards improvement of operational processes and practices to align 24/7 employee shifts and the supporting structures (direct and indirect reporting) to deliver on objectives. Show less