Director of Distribution & Operations

This role leads from the warehouse floor, not an office. What does a normal day look like for you when you run an operation of 500 or more people?

What they are checking: Whether they actually spend time on the floor or only say so, since Uline expects a director to be visible and hands-on.

Tell me about a time accuracy and speed pulled against each other in a high-volume building. How did you decide which one gave?

What they are checking: How they protect order accuracy under same-day shipping pressure without quietly letting quality slip to hit a number.

You coach the warehouse managers, and they lead everyone else. How do you give daily feedback to a manager whose team is underperforming?

What they are checking: Whether they develop managers into leaders or skip over them and run the floor themselves, which does not scale.

Tell me about a safety problem you found in a building you ran. What did you change, and how did you make it stick?

What they are checking: Whether safety is something they enforce every day on the floor or only review after an incident report.

Describe an improvement you made that was based on data and actually held up six months later.

What they are checking: Their ability to make practical, lasting changes rather than one-time projects that fade when attention moves on.

How do you hold people accountable in a way that still keeps hourly employees wanting to stay and work hard?

What they are checking: The balance between firm standards and respect for frontline workers, which drives both performance and retention.

Same-day shipping depends on outbound closing on time. Walk me through what you check when it looks like a cutoff is going to be missed.

What they are checking: Their grip on the real levers in a shipping day, like labor moves, wave timing and dock flow, when the clock is short.

Inbound is backed up and receiving is starving pick faces, while outbound is fine. How do you move people and priorities across departments that day?

What they are checking: Whether they see the building as one connected flow and can rebalance labor across inbound, outbound and support teams quickly.

You inherit a manager who hits the numbers but whose team turnover is far higher than everyone else's. What do you do?

What they are checking: Whether they weigh how results are achieved, since high turnover in a 500-person operation costs more than one good week.

Which numbers do you look at first thing every morning, and what would make you change the plan for the day?

What they are checking: Whether they run the building on a small set of meaningful metrics and know which swings call for action.

The Kenosha operation spans more than 1.5 million square feet. How have you kept communication consistent across shifts and departments at that size?

What they are checking: Whether they have real systems for passing information between shifts so problems do not get lost at handoff.