My work
Five projects. The problem, what I changed, and the result.
Embedded Files
These projects come from my most recent role as Operations Manager at a growing foodservice equipment distributor: three operating entities across Canada and the US, about 7,000 active equipment and parts, more than 3,000 customers, and more than 200 vendors.
Inventory moved through a main warehouse, six technician trucks, 20 to 30 consignment locations, and third-party warehouses, with imports from manufacturers around the world and national customers with many locations.
Each project started in a different place, and each needed all three: people, process, and systems.
Answers staff process questions with a link to the exact procedure and form, and says when it doesn’t know.
Built with: Claude Projects
What I do
Process mapping & redesign
I map how work moves through the business with swim-lane diagrams to expose handoffs and bottlenecks, find the root cause with DMAIC and fishbone analysis, and redesign the process to fit the business today and where it’s heading.
Inventory data accuracy
I fix inventory accuracy at the source: reconciliation processes, clear ownership, and the reporting that tells you what to order and when.
Project Management
I run cross-functional projects with clear stages, named owners, and follow-ups, so deadlines hold without constant management time.
Finance & Operations Alignment
I make sure what happens on the floor matches what shows up in the books, from account structure to reporting by service and product.
Workflow Automation & AI
I find repetitive manual work and build practical automation and AI tools around it, each with a human check, sized for a business without a large IT team.
SOPs & Change Adoption
I build SOP libraries people use, and I handle the adoption side: training, onboarding, and follow-up, so new tools and processes stick.
Results At Glance
One source of truth for inventory
Result: Recurring inventory discrepancies down 70%.
The problem: Stock data lived in two places, the accounting system and Excel, and both had to match the shelves. Every gap meant extra checks before an order could ship.
Process: Mapped purchasing, receiving, transfers, and returns. Found root causes with a fishbone analysis, removed waste, and added control points with an owner for each step.
Systems: Restructured inventory data in the accounting system, cleaned it during the year-end count, and moved every Excel tracker into the system.
People: Walked each process owner through their steps, redesigned the SOPs with them, and set up controls so the changes held.
Freeing finance from manual work
Result: A 4–5 hour weekly task now takes under 5 minutes, and card processing moved from paper to a digital workflow.
The problem: As volume grew, receipts, payment notices, and freight bills still relied on manual handling, leaving less time for review.
Process: Mapped the most time-consuming finance tasks and ranked them by time saved and risk. Redesigned each process before automating it. Set expected benefits before each change and measured them after rollout.
Systems: Built Python scripts and AI tools (Claude) for vendor payment notifications, freight bill imports, and card receipts read and batched for upload to the accounting system. Every batch passes a human review before anything is sent or posted.
People: Set the tools up on each person’s computer, tested them with the team, and stayed on as support until people ran them on their own.
Making change stick
Result: Company-wide onboarding to the new processes, with one source of truth that anyone can ask.
The problem: Process knowledge sat in people’s heads and email threads, and new tools only add value once people actually use them
Process: Documented each redesigned process as an SOP and aligned process owners with clear responsibilities. Set up department champions as focus groups for each department’s improvements.
Systems: Built the SOP library and an AI assistant that answers process questions with a link to the exact procedure and form. It says when it doesn’t know, and it picks up process changes sent by email.
People: Onboarded teams in every department to the new processes and tools through walkthroughs, lunch sessions, and one-on-one training with written guides. Showed each department how the changes fit its own work, and followed up until people worked independently.
Year-end close as a managed project
Result: The inventory year-end close went from about 3 months to about 3 weeks, with minimal management time.
The problem: The year-end count and reconciliation involved every department and ran over several months.
Process: Ran the close as a five-stage project: preparation, count, analysis and recounts, adjusting entries, and reconciliation to the balance sheet.
Systems: Introduced Jira for the project, with tasks, timelines, and automatic reminders.
People: Managers agreed on tasks, timelines, and ownership first, then every step got a named owner by department. Late tasks went to a reminder, then a personal follow-up, then the manager.
Connecting operations and accounting
Result: The books now match what happens on the floor. Reports show profitability by service and part type, so management can make decisions on service and warranty contracts.
The problem: As the business grew, the account and item structure needed to reflect how service and parts actually moved, so reports could support decisions on service and warranty contracts
Process: Mapped how each service and part type moves through operations and how it lands in the books. Separated warranty charges from service charges, and defined naming rules and item mapping so every new item follows the same logic.
Systems: Remapped accounts and items in the accounting system over four months, and wrote the naming rules and mapping into the SOPs.
People: Managed the project, with accounting owning the account structure. We set dates together and reviewed them in weekly meetings tracked in Jira.
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