I audit warehouse and depot operations, flag exactly where efficiency is leaking, and — if you want — lead the improvement project myself. You only pay for that second part if it saves you money.
Every recommendation I make has been tested against my own P&L and KPI board first — not read in a case study.
I've spent the last decade inside warehouse and last-mile operations — running shifts, then depots, then whole regions — across e-commerce, retail and 3PL environments. I've built the KPI boards, rewritten the SOPs, and stood in the aisle at 6am when a layout change didn't work the way the spreadsheet said it would.
That's the perspective I bring into a consulting engagement: I know which "quick wins" are real and which ones just move the problem to a different shift. My background in competitive sport also means I'm allergic to leaving performance on the table — if there's a gap between current and possible, I want to find it.
I walk the floor, review your data and your process against what I've seen work at scale, and hand you a clear, prioritised report — no vague "recommendations," just findings tied to specific corrective actions.
Some findings are worth implementing properly, not just handing to an internal team already stretched thin. I can lead that project myself — and I only get paid if it actually saves you money.
The audit carries a fee because it takes real time on-site and produces a concrete deliverable regardless of what happens next — that work has value whether or not you act on it.
The improvement work is priced differently on purpose. I want to be judged on results, not hours booked. If I lead a project and the savings don't materialise, you don't pay for my time — that risk sits with me, not you.
A short email with your operational floor area and location is enough to get a quote back, including travel.