CASE STUDY 1:
The Growth-Stage Workwear Brand
The Problem
A growth-stage technical workwear brand had scaled fast, and the operation was starting to show it. Freight costs were climbing, gross margins were getting squeezed on key styles, and outbound fulfillment couldn't consistently hit the service levels customers expected. Leadership was making decisions without full visibility into where the actual cost and risk were sitting inside the supply chain.
The Approach
I took ownership of the end-to-end supply chain P&L — sourcing, procurement, logistics, and the systems underneath it. I renegotiated global factory pricing and restructured the planning strategy, shifting a major portion of freight from air to ocean without disrupting delivery commitments. At the same time, I rebuilt the S&OP and planning cadence so the business could actually see problems coming instead of reacting to them.
The Result
Gross margin improved by 3% on key styles through the sourcing and pricing work alone. The freight shift delivered $1.6M in annual savings. Outbound on-time delivery reached 97%+, a 78% improvement in service level, while fulfillment and distribution costs dropped 20% year-over-year. The KPIs I built became a standing part of the ELT and board reporting cadence.
CASE STUDY 2:
The Performance Apparel Brand Scaling Through a Merger
The Problem
A fast-growing performance apparel and footwear brand was dealing with an underperforming 3PL relationship, inconsistent fulfillment quality, and a recent merger that had dropped an entirely separate customer service and fulfillment operation into the mix. Service levels were sitting around 50%. Forecast accuracy was off by as much as 25%. The team wasn't built for the scale the business was reaching.
The Approach
I led the evaluation and negotiation of new 3PL contracts, structured to deliver long-term savings rather than short-term cost cuts. I rebuilt the KPI structure the business used to measure service quality and predictability, and grew the team from 5 to 17 people to match the operational demands of the growth. I also led the integration of the merged company's customer service and fulfillment operations into the existing structure — with zero disruption to the customer experience.
The Result
The new 3PL contracts were projected to save $200M over five years. Fulfillment SLA moved from 50% to over 90%. Forecast accuracy tightened from ±25% to ±7%. Gross margin improved by 7%, alongside a 30% operational cost improvement. Customer satisfaction climbed to over 90%, and the post-merger integration happened without a single service disruption customers noticed.
CASE STUDY 3:
The Venture-Backed DTC Brand Before a Major Wholesale Launch
The Problem
A venture-backed direct-to-consumer brand was growing fast — fast enough that its two-facility distribution network couldn't keep up. Delivery times were long, seasonal volume was about to spike 4x, and the company was preparing to launch its first major wholesale partnership, a move that would demand a level of operational reliability the current network wasn't built for.
The Approach
I led the 3PL selection and full network redesign, scaling the distribution footprint from 2 facilities to 5. I rebuilt the infrastructure specifically to absorb 4x seasonal volume growth without breaking service levels, and led the cross-functional effort to evaluate and launch the brand's first mass wholesale program.
The Result
Delivery time dropped 60% — from 5 days to 2 — without any increase in cost. The rebuilt network held through the 4x seasonal volume surge without service degradation. The wholesale launch delivered 15% over plan in sales growth, opening the door to further expansion in that channel. Customer satisfaction reached 90%+, with an 80%+ NPS score.
