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filler@godaddy.com
Signed in as:
filler@godaddy.com
The visible problem is rarely the real problem.
I help PE Operating Partners and leadership teams find the problem behind the problem, restore service, and release cash.
Cash released across 20+ portfolio companies
Typical time to measurable improvement
Average return on engagement investment
Customers are waiting longer, backorders are growing, or fill rate is moving in the wrong direction.
Cash is tied up, but the business still does not have the right products in the right places.
The company has tried new forecasts, software, or process changes without lasting improvement.
Forecast accuracy, purchasing, inventory policies, capacity, customer priorities, incentives, and management cadence may all be contributing.
The first step is not prescribing another solution.
It is establishing what is actually preventing the business from performing.
For Operating Partners facing post-acquisition inventory growth, service deterioration, or a planning process that has not gained traction.
For CEOs, CFOs, COOs, and supply-chain leaders dealing with excess inventory, declining fill rates, unreliable forecasts, or cross-functional misalignment.
"It wasn’t Mike delivering a presentation. It was a sustainable and meaningful change in how we operated.”
“We engaged Mike to design and implement an S&OP process for our PE-backed consumer company. The process was customized to the size and resources of our business, and he embedded it into the organization in a short amount of time.
Rob Robillard
CEO, Country Life
Operations and Planning Readiness Assessment
Identify where the leadership team is aligned, where perspectives differ, and which gaps deserve a closer look.
Confidential Operating Conversation
Bring one company or operating problem. The purpose is to determine whether a deeper diagnostic makes sense.
Bring one company.
One situation.
One question.
We'll determine together whether a deeper diagnostic makes sense.
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