Sales, Inventory & Operations Execution (SIOE) for a $1B PE‑Backed Manufacturer
The challenge:
A high‑growth, $1B PE‑backed manufacturer struggled to extract value from a newly implemented SIOP process.
Ops misaligned with financial goals, teams re‑siloed, and the company faced a ~$7M backlog ahead of a planned divestiture—driving service declines, customer loss, and deadstock that threatened valuation.
The approach:
Assessed current state across people/process/systems/data via interviews and on‑site engagement.
Facilitated process‑mapping workshops to define future state and clarify handoffs.
Identified a leadership gap, established a Director of SIOE role and served as Interim Director to stabilize and align 24 stakeholders.
Implemented operating rhythms, escalation paths, and decision workflows.
Delivered training and designed sub‑processes connecting planning to real‑time operational/financial performance.
Hired/onboarded the permanent leader with a transition plan and scaled the framework across business units.
