Restore control.
Restore customer confidence.

A technology services provider consolidating operations after a merger.

88%

Reduction in daily customer escalations within five months

Measured improvement: five months.

The decision the business faced

After Baltimore and California operations were consolidated into a single Greensboro, North Carolina facility, service failures, shipping errors, and inventory discrepancies across customer-owned and vendor-owned stock were producing 34 customer escalations per day. The business needed to restore control without undoing the economics of the merger.

Decision frame

Alternatives
considered.

Reopen capacity at the closed sites. This would reverse the merger economics behind the consolidation.
Outsource fulfillment to a 3PL. This would add another handoff into an already fractured process.
Stabilize the consolidated site with new controls and leadership routines. The business chose to recover service and inventory control in place.

Actions taken

Connect the decision
to the work.

Install a tiered operating cadence

Introduce daily Tier 1 operating reviews and weekly Tier 2 reviews. Use the daily cadence to surface service failures, shipping issues, and constraints, with weekly leadership review to resolve priorities and cross-functional decisions.

Rebuild the standard work

Rebuild SOPs for receiving, staging, quality assurance, repair, deployment, and fulfillment. Restore consistent expectations across the consolidated workflows and use cross-training to strengthen the team’s ability to execute them.

Establish inventory governance

Establish cycle-count compliance and RMA and quarantine controls across customer-owned and vendor-owned inventory. Connect the physical stock, inventory records, and exception-handling routines so discrepancies could be surfaced and resolved through clear ownership.

Clarify systems and workflow handoffs

Clarify the handoffs across NetSuite, IFS, and Monday.com. Connect systems work to the operating process and inventory controls, building on the earlier mandate that included two acquired-company ERP conversions.

Make execution and safety visible

Introduce visual management and a safety cadence alongside the tiered reviews. Make current work, constraints, and operating expectations visible to the people responsible for execution.

Rebuild order to cash

Rebuild the order-to-cash process with cross-functional owners, connecting receiving, inventory, deployment, shipping, and downstream handoffs. Align the teams around the whole customer outcome rather than treating each service failure as an isolated issue.

Measured results

What changed.

Measured improvement: five months.

Daily customer escalations fell from 34 to four in five months, an approximately 88% reduction.
Shipping accuracy and inventory accuracy improved as the consolidated operation regained control.
Standard work, inventory governance, and cross-functional ownership supported the service recovery.

Sustainment evidence

What held after
the engagement.

The daily Tier 1 and weekly Tier 2 meeting cadence, the SOP library, and the inventory governance controls remained the operating system for the Greensboro site. The recovery left a repeatable structure for managing work, surfacing exceptions, and assigning ownership across the consolidated operation.

Results reflect Warren's prior executive roles and the teams involved.

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your business faces.

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Restore control.Restore customer confidence.