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What This Solves (Inventory & Forecasting)
This work addresses stockouts, excess inventory, and reactive planning caused by bad assumptions, poor visibility, or disconnected systems.
How I Work With the Team (Inventory)
- Review SKU structure and demand behavior
- Reset forecasting assumptions with ops and finance together
- Design replenishment rules teams can realistically maintain
- Establish a planning cadence tied to execution constraints
AP Example (Inventory)
As customer accounts scaled — one exceeding 1M kits annually — inventory planning was aligned to real throughput and demand signals rather than static forecasts. This allowed organic growth without operational breakdowns or cash shocks.
What Changes
Better availability, improved inventory turns, and decisions driven by data instead of hope or pressure.
Here are some frequently asked questions
Straight answers to common questions before we work together.
Who do you work with?
I work with founders, operators, and leadership teams at growing companies that need stronger systems, clearer execution, and fewer operational fires.
What happens in the free consulting meeting?
We talk through your business, identify the main operational friction points, and outline realistic next steps. No sales pitch.
Do you work hands-on or just advise?
Both. I can advise at a strategic level or work closely with teams to implement and optimize systems.
What if we’re not ready to make changes?
Then this probably isn’t a fit. The work only succeeds if you’re willing to act on what we uncover.
How long does an engagement usually last?
Most engagements run 6–12 weeks, depending on the scope and complexity of the work. Some clients bring me in for a focused diagnostic and roadmap, while others continue longer to support implementation and optimization.