Operations · Logistics · Supply Chain — 30 years on the floor
The operator you call when the operation is in transition, not steady state.
For $35M–$500M multi-site businesses mid-integration, mid-turnaround, or growing faster than their infrastructure can hold — I diagnose the root cause on the floor and deliver the P&L result, not a deck.
$33M+
delivered in operating results across engagements
$11M
in freight and carrier spend removed
$3.5M
in SG&A cost taken out without cutting service
Situations that bring me in
Steady-state, well-run operations rarely need this. Crisis, change, and cost pressure do.
- Post-acquisition integration
- Two operating networks — transportation, warehousing, systems — need to become one, and the redundancy is bleeding EBITDA.
- PE ownership transition
- A new sponsor wants a 100-day operational assessment and a credible cost-out roadmap, fast.
- Growth outpacing infrastructure
- Volume has outrun the 3PL network, carrier capacity, or systems that used to be enough.
- Chronic underperformance
- Prior leadership couldn't turn the unit around. The board wants an outside diagnostician with a track record, not another plan.
- Compliance or safety exposure
- An HR, safety, or compliance problem is embedded inside the operation — often inherited through an acquisition — and it has become a legal risk.
- Freight and carrier spend
- Contracts haven't been competitively bid in years. No RFP discipline. Single-carrier dependency nobody's tested.
- Cross-border complexity
- Customs, linehaul, and last-mile issues across markets the network wasn't built for yet.
"I get hired for situations, not steady-state operations management."