Transformation strategy carried through to products, operations, and results.

Implemented warehouse transformation

Situation

A transload and warehouse operator faced yard congestion, unstable throughput, weak labor visibility, underconfigured WMS/YMS, manual reporting, and inconsistent pricing and process discipline.

Jarrett’s role

Led on-site discovery and co-authored the transformation assessment for Acuitive Solutions.

Approach

Combined process observation and mapping with financial and operational modeling, control-chart and regression analysis, and local market and technology benchmarking.

Outcome

Implemented the full transformation roadmap across YMS, WMS, labor, continuous improvement and safety, and pricing; modeled projections were up to $12M in capacity growth plus $3M in pricing.

What it demonstrates

Operational diagnosis, warehouse technology strategy, quantified roadmaps, and executive recommendations.

Retail pharmacy network redesign

Situation

A six-DC retail pharmacy network needed faster replenishment and better warehouse utilization.

Jarrett’s role

Led the network study, transportation analytics, and solution development.

Approach

Combined distribution-center network analysis with warehouse-utilization and replenishment redesign, moving from baseline through modeling and implementation support.

Outcome

Implemented network redesign; improved replenishment by 20%+ and delivered $15M in savings.

What it demonstrates

Network design, operational modeling, implementation leadership, and delivered value.

E-commerce and parcel sourcing results

Situation

A CPG e-commerce transformation and a small-parcel sourcing program required operating-model decisions, sourcing discipline, and cost-driver analysis.

Jarrett’s role

Led transportation sourcing, analytics, market intelligence, negotiation, and implementation support.

Approach

Evaluated partner and operating-model choices, analyzed escalating cost drivers, built negotiation positions, and supported implementation.

Outcome

A CPG e-commerce transformation produced more than $30M in cost takeout, and a small-parcel sourcing program delivered $10M in savings.

What it demonstrates

Sourcing strategy, cost-driver analysis, negotiation, implementation, and realized value.

The $30M+ cost takeout and $10M savings are reported as delivered results.

Representative global retail transformation

Situation

A strategic case needed to connect purchase-order management, working capital, origin consolidation, store distribution, inventory, and omnichannel flow with incomplete data and assumptions requiring validation.

Jarrett’s role

Structured the executive business case and multi-year transformation roadmap.

Approach

Connected PO data, cargo management, origin consolidation, store routing, and replenishment into a staged roadmap with requirements, integration development, UAT, hypercare, and value validation.

Modeled opportunity

Modeled scenarios included working capital moving from 125 to 85 days, a €2.16M annual inventory-holding benefit, container utilization moving from 72% to 84%, and a 30% modeled reduction in cost per freight through milk runs.

What it demonstrates

North Star thinking, business cases, cross-functional roadmaps, and explicit assumption management.

Representative modeled business case, not an implemented client result. Assumptions require client validation before implementation.

Enterprise procurement and operating leadership

Situation

Major enterprises needed procurement capability, category strategy, systems adoption, supplier management, and transportation operating discipline at scale.

Jarrett’s role

Held operating and procurement leadership roles at The Children’s Place, Macy’s, XPO Logistics, and Unilever.

Approach

Led teams and stakeholders through strategy, sourcing, governance, systems implementation, inventory modeling, and supplier or carrier management.

Outcome

Managed portfolios and budgets from approximately $400M to $2.5B, including $5M–$7M in annual savings at The Children’s Place and $15M–$20M in annual savings at Macy’s.

What it demonstrates

Enterprise-scale ownership, team leadership, measurable value, and change adoption.