Planning
Capacity, demand, inventory, and scheduling work that supports better day-to-day decisions.
After 25+ years across planning, supply chain, logistics, and operational finance, I’ve seen how quickly strong teams lose confidence when reporting, planning, and delivery stop moving together.
— Why FlowOP exists
Growing businesses need operational clarity before they’re ready for a full-time hire. That’s the gap I fill: fractional, focused, and built to hand over cleanly.
I help teams reconnect how decisions are made, how plans are set, and how work is executed. Start with one focused sprint, then build only what the business truly needs next.
What I bring
Twenty-five years across the functions where operational complexity tends to compound fastest.
Capacity, demand, inventory, and scheduling work that supports better day-to-day decisions.
Operational structure that helps supply, inventory, and execution stay aligned as the business grows.
Process redesign that removes friction, clarifies handoffs, and makes work easier to run under pressure.
Decision-ready reporting, dashboards, and operating visibility that leaders can trust.
Better structure around the numbers that shape planning, priorities, and execution tradeoffs.
Less manual handling, fewer fragile workarounds, and systems designed to scale with the business.
How I work
I run FlowOP on a fractional model — one dedicated day per week, with sprint-time support where the business case is clear.
The work has to be usable in the real business, not just sound good in theory.
Engagements start with clear priorities, defined outcomes, and realistic timelines agreed upfront.
Start with an alignment sprint, then expand support only where it adds clear operational value.
Most delivery is remote. Client or on-site visits are planned in advance around key milestones.