I ran these operations before I consulted on them.

At peak, I was running an 18,000 square foot warehouse with a team of four, managing around 2,500 active SKUs across eBay, Amazon, and Walmart — including international Amazon marketplaces. The operation grossed around $3 million annually.

Inventory accuracy was a recurring problem. Orders would come in for items we thought we had, and the count was off — last receiving not entered, returns not processed, kit components pulled without being noted. Ordering was reactive. We'd run out of fast-moving items before the next shipment arrived, or sit on six months of something that had stopped selling. The warehouse worked until it didn't, and when it stopped working, it cost us days to fix what should have been running on its own.

Most of the systems I use now came out of solving those problems directly. I built internal tools to handle reorder planning, inventory forecasting, identifying unusual sales velocity, and reconciling purchase orders against invoices and deliveries. None of it was elegant at the start — it worked because it was built around how the actual operation ran, not how an off-the-shelf system assumed it would.

In 2022 I acquired and merged another e-commerce business, ran the combined operation through to a sale in 2024. Since then I've been focused on helping other sellers get their operations in order — the same problems, in different warehouses.