Warehouse Operations Consulting
For small and midsize warehouse, fulfillment, and distribution operations. Find the constraint. Fix the flow. Keep the margin.
You're hitting your numbers and still feel out of control. Labor costs keep creeping while throughput stays flat. Every day feels like firefighting. I help operations like yours find the real constraint and fix it with your team, in a way that holds after I leave.
What I do
- Operational assessments. Find the real constraint before prescribing anything.
- Flow-based KPI frameworks. Make the system visible, not just the scoreboard.
- Labor planning redesign. Actual rates, balanced flow, targets the team can trust.
- Cost recovery. Shipping contracts, unfiled claims, vendor management.
- Automation strategy. AI and workflow automation deployed with the team, not to them.
What I look at first
Two things tell me most of what I need to know in a building I've never seen.
KPI visibility. What do you measure, who can see it, and does it reflect flow or only outcomes?
Shift organization. Is there a planner? Does the team know the goals for the day? Do they meet and discuss?
Those two answer whether this is an operation being run or an operation being reacted to.
Signs it's time to bring in a warehouse consultant
- You're hitting your outcome numbers and still feel out of control
- Inventory is piling up with no clear reason why
- Labor costs are creeping while throughput stays flat
- Every day feels like firefighting, with no predictability
- Bottlenecks surprise you instead of being anticipated
- Shipping costs seem too high, but nobody has audited them
- A team you think is underperforming (it usually isn't)
- Growth you're not sure the current operation can absorb
Not sure where your constraint is? Start with the free 3-Minute Floor Check.
Why work with me instead of a big firm
I've actually run the buildings. Most consultants arrive with a framework. I arrive having been the person accountable for the number at 5 a.m. with a line down.
I work at your scale. Big firms send a team of MBAs. A 100-person distribution operation doesn't need that, can't afford it, and won't get value from it. I'm one operator, and I do the work myself.
I fix causes, not symptoms. The assessment comes before the prescription. I've walked into buildings where everyone already knew the answer, and it was the wrong answer.
Solutions that survive after I leave. If an improvement only holds while I'm in the building, it isn't an improvement. It's a dependency. Everything gets built for your team's actual equipment, actual skills, and actual Tuesday.
Results
Roughly 15 years running large-scale operations: teams of 800+ associates, a 1.3 million square foot fulfillment center, and initiatives spanning 80+ facilities.
About $400K a year in defect cost eliminated by fixing the metric, not the people. No capital, no added headcount.
A staffing model rebuilt on actual rates: labor efficiency up 184%, throughput up 30%.
Frequently asked questions
Know something's off but can't pin down where?
Tell me what's going on. I'll tell you honestly whether I can help.
Get in touch