About
The full picture.
I grew up in distribution. My dad ran a small fastener distributor, and I was in the warehouse long before I had a driver's license, pulling orders, stocking shelves, and loading trucks. By high school, I was riding along on deliveries. Distribution was not something I stumbled into later. It shaped how I think from the beginning.
I started my own career at 22 in inside sales, moved into purchasing, and over the last two decades have built a career across eight companies in distribution-driven environments. Along the way, I developed a reputation for stepping into operational messes, understanding what is actually broken, and building practical systems that fix it. In nearly every role, that meant creating something that did not exist yet — whether that was a process, a team, a reporting structure, or a tool.
One of the clearest examples was leading the transition from decentralized clipboard purchasing across seven locations into a centralized purchasing operation. Each branch had been ordering independently, with buyers making shelf-based decisions and little coordination across the network. I built the team, the workflows, and the reporting infrastructure to bring that into one office and make it scalable. The result was a $4 million inventory reduction in 18 months, along with a measurable decline in stockouts across every location.
What has accelerated my work most in recent years is AI. Not in the shallow, prompt-and-pray sense of talking to a chatbot, but as a real productivity and problem-solving multiplier. I use AI as a working layer inside operations, analytics, and tool development. It helps me move from idea to usable solution at a speed that would have been hard to touch a few years ago. Problems that once took hours of manual digging, drafting, testing, and back-and-forth can now be worked through in minutes. That speed matters, but what matters more is that I understand the business logic underneath the problem and the technical logic required to build a useful solution. AI is powerful, but only when it is paired with judgment, process knowledge, and the ability to tell the difference between something impressive and something that will actually hold up in the real world.
That combination has made me far more effective. I can build reporting frameworks, automate workflows, pressure-test logic, accelerate analysis, and create working internal tools without waiting in line for IT, outside developers, or software vendors. When I see a gap, I can usually define it, model it, and build toward a solution quickly.
Today, I lead procurement and inventory management in a sales-first distribution company where branch autonomy is high and operational consistency does not come naturally. My role extends well beyond purchasing. I build analytics, design reporting, improve decision-making visibility, and develop AI-assisted workflows and automation that would not otherwise exist. The thread running through all of it is the same: use strong operational understanding, clear logic, and modern tools to solve hard problems faster and better.
I do my best work in environments that value focus, autonomy, and output. Remote flexibility has been a major advantage for me because it gives me the room to think deeply, build quickly, and stay anchored on results instead of noise.
Building AI-driven tools for distributors. Consulting on supply chain operations. Working with the kind of problems I've spent 22 years solving — from the outside, at scale, across more than one company at a time.