You pay less, you sleep better, you grow without a chaos period. I design and roll out supply chains built to survive peak season — instead of illusory savings that breed operational debt, I build efficiency through hundreds of small fixes that compound into a process built to take a hit. 20 years in retail and e-commerce.
Your distribution centre runs from day one with no chaos period — no downtime, no cost surprises, no „learning curve" on live customers. I model alternatives with numbers (cost per pallet, cost per delivery, time to launch), then run the launch itself — from layout and hiring to the first wave of deliveries.
You pay rent based on real market conditions and avoid the contract traps you can't catch on the first read. I match the location, warehouse class and technical parameters to a specific distribution model. I've worked both sides of the table — with developers and 3PLs — I know what's negotiable and what isn't.
You merge operations of multiple companies without losing throughput, people, or customers — everything runs under one supply chain, with shared KPIs and a transparent cost split. I map processes at the boundaries, integrate IT, and set up shared metrics. The hard part usually isn't technology, it's politics between teams.
The business doesn't stop — not during a peak-season retrofit, not during a supplier failure, not during a pandemic. The operation gets through the critical moment without costly downtime and without penalty fees from customers. A warehouse in 30 days. Racking replaced mid-season. Operations during a pandemic. Twice in the Logistics Operations Director seat — I know how it looks from the operations side.
Numbers, not assumptions. Volumes, unit costs, network structure, bottlenecks, KPIs vs benchmark. Plus what's not in the data — from talking to operations.
Three scenarios with a business case — cost, ROI, payback, risks, time to implement. The recommendation is one, but the decision belongs to the business.
Developers, 3PL operators, technology vendors, integrators. Support in conversations, preparing terms, verifying offers.
The project doesn't end at the investment decision. I stay on board until operations are launched.
Started in DHL and Iceland warehouses in the UK. Then 10 years in Polish retail — distribution centre director, then director of logistics operations. 7 DCs, 20+ cross-docks, 8,000 stores served daily, 5M+ pallets per year, teams of up to 3,000 people. Most recently Head of Inbound Logistics and Supply Chain Strategist in e-commerce. Currently leading a logistics infrastructure launch in Romania.
I work mostly on DC locations, distribution models, lease contracts and cost structure. With numbers — but I know what numbers don't show: organisational culture, politics at company boundaries, operational constraints invisible in spreadsheets.
Greenfield, network redesign, business case for a new site, due diligence, lease negotiation support. The first conversation is no strings attached — we figure out together whether I can help.
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