Tyler Brown

Lead marketing, distributor development, customer engagement, product positioning, sales-support, and market-expansion initiatives for a family-owned agricultural and consumer-products manufacturer.Develop commercial opportunities with national and regional distributors, retailers, feed stores, agricultural suppliers, e-commerce partners, farm operations, and independent dealer networks.Support a portfolio spanning premium equine forage, poultry bedding, garden mulch, ground cover, straw products, and private-label manufacturing capabilities.Create distributor presentations, one-sheets, pricing tools, freight models, promotional programs, sales communications, product education, and retailer-specific proposals.Analyze customer, item, region, shipment, and sales data to identify growth opportunities, inactive accounts, top purchasers, product trends, and risk areas.Develop A/B/C customer segmentation, Pareto analysis, quarterly comparisons, lost-customer reporting, and account-prioritization strategies.Support HubSpot CRM implementation, lead scoring, pipeline reporting, sales dashboards, campaign management, and structured inside-sales workflows.Coordinate trade shows, customer visits, sales-team communication, promotional discounts, product demonstrations, and post-event follow-up.Build relationships with universities, industry experts, influencers, distributors, retailers, dealers, farms, and animal-care organizations.Translate manufacturing capabilities and technical product benefits into clear commercial messaging for both B2B and B2C audiences.

Founded an independent consulting business providing sales, marketing, CRM, operations, logistics, and strategic advisory services.Build prospect pipelines and manage outreach to distributors, retailers, dealers, vendors, strategic partners, and national accounts.Develop proposals, presentations, customer communications, contracts, account plans, forecasts, performance recaps, and executive updates.Advise clients on pricing, freight, customer profitability, market entry, product positioning, sales processes, and operating structure.Coordinate digital marketing, social media, websites, graphic-content development, influencers, contractors, and promotional partnerships.Represent clients during trade shows, customer meetings, business-development engagements, and partnership discussions.

Supported sponsorship development, commercial partnerships, community outreach, game-day execution, and organizational operations for a junior hockey program.Coordinated with players, coaches, sponsors, vendors, community organizations, and business partners.

Supported team administration, player operations, scheduling, communications, customer service, and organizational planning.

Provide operational strategy, business-process, reporting, and growth consulting, including direct charter-operations logistics and oversight focused on disciplined execution, fleet efficiency, revenue performance, and measurable outcomes. Specialize in operational efficiency, fleet utilization, schedule discipline, performance optimization, and client-focused solutions for aviation, charter, and logistics organizations, with emphasis on efficient asset use and revenue performance.

Reported to a seven-member City Council and directed approximately 110 full-time and 100 part-time employees across a full-service municipality.Oversaw police, fire, public works, finance, airport operations, recreation, economic development, human resources, and central administration.Managed an approximately $15 million operating budget while balancing public services, infrastructure, workforce needs, long-term investment, and taxpayer impact.Led department heads through budgeting, strategic planning, policy implementation, performance management, organizational change, and community-facing initiatives.Managed approximately $916,000 in American Rescue Plan Act funding and related capital and community investments.Advanced emergency-generator, public-facility, recreation, park, pool, airport, and infrastructure projects.Worked with federal, state, county, municipal, nonprofit, and private-sector partners on grants, legislative advocacy, regulatory coordination, and economic development.Presented budgets, recommendations, policy matters, project updates, and operational issues during public meetings and stakeholder forums.Supported airport-terminal advocacy, regional air-service infrastructure, public communications, media relations, and community events.Identified opportunities to control costs, improve accountability, strengthen services, and reduce pressure on taxpayers.

Coached youth and travel hockey across multiple age groups and competitive levels, including specialized goaltending development.Built athletes through individualized instruction, performance feedback, goal setting, discipline, confidence, and team accountability.Previously held USA Hockey Level 3 and goaltending-coach credentials.

Held progressively responsible leadership positions during a nearly 20-year aviation career, directing complex airport operations, customer service, employee performance, safety, facilities, and financial results.Led major operating groups involving hundreds of daily flights, high customer volumes, union and non-union employees, vendors, contractors, and regulatory requirements.Managed and influenced teams of up to 1,200 employees through approximately 18 frontline and operational leaders.Held responsibility for an approximately $48 million operating P&L, including workforce planning, productivity, service performance, vendor spend, and resource allocation.Improved on-time performance by approximately two percentage points through stronger operating discipline, cross-functional collaboration, and accountability.Helped eliminate preventable aircraft-damage events within the area of responsibility by strengthening safety processes, leadership visibility, and frontline engagement.Led or supported an approximately $60 million terminal redesign and construction initiative at Chicago O’Hare International Airport.Supported development and implementation of a Delta Sky Club and related premium-customer facilities.Coordinated with airport authorities, TSA, corporate departments, technology teams, vendors, contractors, and community stakeholders.Managed operational readiness for facility transitions, construction phases, technology changes, process redesign, and customer-impacting projects.Led teams through severe weather, staffing disruptions, cancellations, irregular operations, and other time-sensitive operating events.Developed leaders through coaching, succession planning, performance management, recognition, and structured accountability.

Led 110 full-time and 100 part-time employees, 14 direct reports, a $15M operating budget, and an $8M school budget while managing vendors, resource constraints, concurrent priorities, and time-sensitive decisions.

Oversaw JFK ramp operations supporting approximately 240 daily departures, with direct focus on aircraft routing, gate utilization, on-time performance, operational flow, aircraft turns, and schedule integrity. Directed frontline teams and operational partners to optimize gate assignments, resolve ramp constraints, minimize delays, and maintain safe, reliable aircraft movement; incorporated NOTAMs and airport operating restrictions into day-of-operation decisions. Drove a 2% improvement in on-time performance through cross-divisional initiatives with pilot groups, operational teams, and vendor partners; managed a $48M budget and delivered a 3% cost reduction.

Delivered a 12% improvement in on-time departures through strategic gate optimization, aircraft-flow management, and cross-functional partnership with pilot and operations teams. Improved safety by reducing aircraft damage 100% and on-the-job injuries 50%; managed a $24M budget and led a $60M terminal redevelopment to improve efficiency and customer experience. Worked closely with sales staff to strengthen client relationships, identify opportunities, communicate operational constraints, and ensure customer needs were understood and met.

Developed airport facility strategy across 345 stations, implementing new technologies and programs while partnering with vendors to improve operational standards and customer perception. Improved facility-related Net Promoter Score by 1% through technology and performance initiatives.

Improved safety performance 100% YOY, increased employee satisfaction 15% to the highest level in station history, increased Airport Experience NPS 7%, and reduced mishandled baggage 35%. Piloted the Station Manager Business Card Program, reducing customer complaints 46%; served as President of the Station Manager's Organization and the gating committee.

Increased Airport Experience NPS 14% YOY through the data-driven “Strive for Five” initiative and was recognized as Regional Customer Service Goal Champ for peer and team mentorship. Reduced operating expenses by $14K per month by eliminating unnecessary services and enforcing vendor contractual obligations; improved cabin-cleaning scores 4% month over month. Improved on-time mail performance 6% through a new vendor strategy and cross-station collaboration with the LAX team.

Improved on-time performance 16% in FFD0 and 13% in D0 YOY by creating and deploying a zone-staffing concept supported by frontline teams and peers. Coordinated the Aircraft Turn Tracking Program, producing a 6% increase in overall ATT performance; developed a frontline agent scorecard to increase individual accountability and awareness. Served as a Leadership Development Program Mentor.

Held a centralized Operations Control Center planning role within Delta's network operation, making time-critical aircraft-movement and schedule-continuity decisions while coordinating across operational groups. Reviewed NOTAMs and operating restrictions to identify potential impacts and support safe, reliable execution.