Founder, CMO @ AMZ Prep | Fulfillment for Global Merchants | Follow me to watch us build a 100M Company

At AMZ Prep, our daily mission is to work towards our bold vision: To propel sellers and brands to amplify their global eCommerce footprint through the seamless integration of logistics, fulfillment, advertising, strategy, creativity, and growth within a single, unified solution. 

Our vision may seem audacious to some, but at AMZ Prep, we thrive on embracing challenges, particularly the ambitious and audacious ones. It's this unwavering spirit that has catapulted us into becoming a retail powerhouse that's been quietly making waves.

If you're seeking to be part of a team that's committed to achieving remarkable accomplishments, we invite you to join us on our journey. We're constantly on the lookout for exceptional individuals to become a vital part of our team. Whether your expertise lies in Operations, Finance, Customer Experience, Business Development, or Software Engineering, please don't hesitate to connect with us for any career-related inquiries.

Blair Forrest

We are drowning in leads we can’t sign. We are turning away 100+ of high-growth DTC brands every single month.

Small 3PLs, I need your help.

We get thousands of brands reaching out monthly. Many are doing 10 to 1,000 orders per month. 

They are too small for our current infrastructure, but they are the perfect fit for the right boutique warehouse.

It feels wrong to hit "delete" on a brand's dream. We want to help them win.

The last time I posted this, it went viral and we built a bridge for dozens of warehouses.

I’m looking for warehouses that:

1.⁠ ⁠Obsess over service for smaller brands.
2.⁠ ⁠Scale alongside their partners.
3.⁠ ⁠Value transparent tech and communication.

Because here is the truth: Every brand deserves world-class fulfillment, regardless of their starting line. We all started at zero.

Know a solid small 3PL? Tag them below.

Blair Forrest 

2-day “prime-like” fulfillment USA + Canada (22 warehouses)

Amazon is requiring proof your product can survive 155°F inside of FBA.

If you sell consumables, here are your 3 options before April 20th 

For context I compiled the 58,964 flagged ASINs into a searchable spreadsheet and created a 39 page Amazon Meltable Playbook.

Over ~400 brands already grabbed it highlighting what products were recently flagged as Meltable by Amazon.

📍DM me if you want this ASIN list + my Amazon Meltable Playbook.

But the bigger question everyone kept asking: what do I actually do?

Here are your 3 options: 

#1 Dispute the classification.

Amazon lets you submit documentation before April 20th to get your ASIN removed from the meltable list.

What you need:

· A letter on your manufacturer's letterhead
· The specific ASIN flagged (from the list I made) 
· Written confirmation the product can be stored at 155°F for extended periods
· The exact temperature where the product loses integrity
155°F degrees sounds extreme….it is.

Amazon is accounting for the inside of sealed trailers sitting at fulfillment centers during summer.

Those trailers can hit +155°F before they're unloaded (doesn't happen with us, but most Amazon trucks get hit with drop trailers). 

If your product genuinely holds up at that temperature, this is your best path. Get the letter from your manufacturer now. Don't wait until April.

#2 Switch to seller-fulfilled for the summer (FBM) 

Amazon won't accept meltable inbound from April 20 to September 28. But you can still sell the product through fulfillment by merchant. 

That means fulfilling orders from your own warehouse or through a 3PL instead of FBA.

Best practice: use cold-pack shipping or work with a carrier equipped for temperature-sensitive goods. 

FBM isn't ideal for most brands, usually we see a 30%-50% dip in sales if not more depending on delivery time.

Your own other option is seller fulfilled prime (incredibly challenging for most brands given their price point) but we do this now. I'll make a whole other post on this. 

#3 Pull your inventory before May 1st.

Any meltable inventory still in Amazon's fulfillment centers after May 1st may be disposed of at your expense.

Submit a removal order before April 20th. Get your inventory back. Store it at your own facility or with a 3PL through the summer, then send it back in after September 28th.

One thing worth noting: Amazon waives the Low-Inventory-Level fee for meltable products between April 1st and October 12th. 

Curious if you've seen work arounds for this?

I'm on vacation right now.
I took a sales call this morning anyway.

Not because I had to. Because I wanted to.

Here's the thing no one tells you about stepping away from sales:

You can. Anytime you want. You just have to be okay with what happens next.

Slower pipeline. Deals that slip. Prospects who went with someone who picked up the phone. Revenue that didn't close because you weren't there to close it.

Most founders aren't okay with that. So they stay on the calls. Even from the beach. Even from the airport. Even when they swore this trip would be different.

I used to think the goal was to remove myself from sales entirely. Build a team. Hand off the relationships. Finally take a vacation without checking my phone.

Now I think that's the wrong goal.

The real question isn't "when can I step away from sales?"

It's "what kind of sales do I want to stay close to?"

For me, it's the big deals. The ones where the relationship matters. The ones where showing up personally is the difference between winning and losing.

I don't take every call anymore. I have a team for that. But the calls that move the needle? I'm still on those. Vacation or not.

The founders who scale successfully don't remove themselves from sales. They get selective about which sales they stay in.

The ones who try to disappear completely usually watch revenue flatten. Or worse, decline.

Stepping away isn't about freedom from sales. It's about freedom to choose which sales deserve your time.

I chose to take the call this morning. And I'll probably take another one tomorrow.

That's not a failure to delegate. That's knowing where I add the most value.

What's the one part of your business you'll never fully hand off?

Amazon quietly flagged 58,964 ASINs as meltable. Check this list before the April 20th deadline.

If you sell consumables, chocolate, gummies, supplements, or anything wax or jelly based on Amazon, your products might be on this list.

Here's what "meltable" means:

Amazon classifies certain heat-sensitive products that have a high risk of melting at 155°F as "meltable".
 
These products can only be sent into FBA during cooler months between September 28 and April 20.

After April 20th, Amazon will not accept inbound shipments on any flagged ASIN.

That restriction runs through September 28th. 
That's 5 full months.

This matters because most brands don't know their ASINs are on the list of 58,964 products until their shipments get rejected or disposed of for a fee after May 1.

📍DM me if you want this ASIN list + my Amazon Meltable Playbook.

This is what a $1M/month freight mistake looks like.

A brand came to us doing $32M annually on Amazon. Their ops looked fine on paper. Inventory moving. Orders shipping. Revenue growing.

But their inbound was bleeding cash.

Here's what was happening:

They shipped LTL to one location every time. Amazon split the shipment across multiple fulfillment centers. They paid placement fees on every split. And check-ins took 25-35 days because everything routed through National Cross Docks first.

The math:

- Placement fees: $120K/month
- Stockouts from slow check-ins: six figures in lost sales
- Expedited air freight to catch up: another $40-50K

That's real money disappearing into bad routing. Every single month.

The fix wasn't complicated. It was routing.

We split their shipments and targeted Regional Cross Docks directly. Skipped the national sortation step. Controlled the placements instead of letting Amazon decide.

Within 60 days:

- Placement fees dropped to nearly zero
- Check-ins went from 30 days to under 7
- No more emergency air shipments

Same inventory. Same volume. Completely different P&L.

Most brands don't realize Amazon's inbound network has three layers. If you're routing to the wrong facilities, you're paying fees you don't need to pay and waiting weeks you don't need to wait.

The brands winning on Amazon aren't just selling better. They're shipping smarter.

What's your average check-in time?

We grew 318% last year, should we raise… or stay bootstrapped? I am constantly being hit up by VC on LinkedIn and need some feedback.

I recently spent a week in Mexico to truly focus on this dilemma, because offers keep getting bigger and bigger.

Here’s our reality:

Our 318% growth rate proves our value proposition is undeniable.
We have more than doubled revenues every year since launch.
We are profitable and mid-sized.

We get 1000’s of inbound leads every month.
We literally cannot keep up with the demand.

We will be a large company in 36 months at this pace.

At the same time, we are investing millions into: freight into Amazon, a stealth parcel program, our WMS, our OMS, and signing larger enterprise brands.

We are also exploring acquisitions in both technology and warehouses because we see a blue ocean forming over the next 36 months and we want to move fast.

Zero venture capital.
Zero outside investment.
Zero angel investors.

So, here is the real dilemma of choice.

The Case for Raising:
-Injecting fuel into our fire that is already burning hot.
-Scaling at a pace that creates a competitive moat.
-Accessing a network that opens doors we can’t reach yet.
-Potentially a quicker path to a lifechanging big exit.

The Case for Staying Bootstrapped:
-Total creative control.
-No board to answer too.
-Building on our terms without the “exit or die” pressure.
-100% equity in a high-growth proven business model.
-Staying true to our white-glove customer approach.

Both paths win. They just optimize for different paths and outcomes.

QUESTION TO FOUNDERS:

If you were me, what would you do?

Raise and grow as fast as possible?
Stay bootstrapped and compound with full control?

Comment with your experience and advice.

Blair Forrest accepts a brown shipping box labeled Series B Funding handed over by two venture capitalist men in suits while smaller boxes on the table are labeled vc funding, growth capital, seed funding, series a round and strategic advisor.

Stop flying business class. Focus on reinvesting every dollar.

This went viral on Reddit. Here's the story:

Last year I flew economy to Chicago. $400 round trip. Closed a $2.4M annual contract.

While my VC-backed competitors were flying teams in business class, I was eating airport Tim Hortons and answering emails on the tarmac.

They have corporate cards. I have revenue.

Every dollar I don't spend on flights is a dollar I can invest in faster check-ins, better tech, or another warehouse.

That $400 flight? It funded:

- Upgraded warehouse software
- Faster inventory routing
- Better margins for the brand I just signed

The math is simple. A business class ticket runs $2,500+. That's six economy flights. Six more deals I can close in person.

Most founders optimize for comfort. I optimize for compounding.

The middle seat isn't glamorous. But when you own 100% of your company, it feels like a throne.

VC money buys comfort. Bootstrapped discipline buys freedom.

What's one expense you've cut that actually made your business stronger?

Founder AMZ Prep | 2-day global fulfillment for omnichannel brands doing $5M+

I've landed 3 Fortune 500 clients in under 6 months.

Steal my positioning playbook for free:

1. Know their pain better than they do.

I didn’t pitch fulfillment.

I showed them exactly how the 2026 Amazon fee changes would hit their P&L.

Storage in the West up 20%.
Transportation fees up 21%.
Large Standard SKUs doubling in some cases.

For some brands, that meant seven figures in new cost exposure.

When you quantify someone’s risk before they ask, you stop being a vendor.

You become a strategic resource.

2. Give away the insight. Keep the implementation.

I built a full 2026 Fulfillment Cost Update. Every AWD, FBA, and inbound placement change mapped out.

Gave it away for free.

The brands who downloaded it saw the complexity.

They didn’t want to build the solution internally.
They wanted the team who already understood it.

3. Let the work speak before you pitch.

I never asked for a meeting.

I asked if they wanted the breakdown.

The meeting happened because credibility was already established.

Enterprise doesn’t buy from cold outreach.

They buy from demonstrated understanding.

If your positioning doesn’t quantify risk or opportunity, enterprise won’t move.

This was one of the most insane weeks of my career.

Closed a deal I'd been working on for months. Finalized a partnership that's been in the works since last year. And hundreds of 3PLs flooded my inbox after I posted about turning away DTC brands we couldn't serve.

None of it happened by accident.

That deal? Months of follow-ups. Warehouse tours. Calls that went nowhere. Until one day it clicked.

The partnership? Same story. Patience. Alignment. Waiting for the timing to be right instead of forcing it.

The 3PL response? Years of showing up on LinkedIn. Building trust before I needed anything from anyone.

Weeks like this feel like luck. They're not.

They're the result of seeds planted months or years ago finally sprouting at the same time.

Most founders want the breakthrough without the buildup. They want the closed deal without the 47 follow-ups. They want the viral post without the 200 that got 12 likes.

It doesn't work that way.

The wins that feel sudden are almost never sudden. They're just the moment when all the invisible work becomes visible.

If you're in the middle of the grind right now and nothing seems to be moving, keep going.

The compound effect is real. You just can't see it until it hits.

What's something you've been working on that hasn't paid off yet?

Saving $100k: How My Team Rescued a Rival 3PL Failure in 72 Hours.

A new brand founder called me on Tuesday.

He was frantic.

His current 3PL had gone quiet while a massive shipment sat in a carrier yard.

Amazon’s inventory cutoff was 3 days away.

If he missed it, he was looking at a $100,000 stockout.

Most 3PLs tell you to open a ticket and tell you they’ll look into it…..

Usually after the damage has been done in emergency situations.

That is how $10M brands die. They get strangled by slow partners.

We did not open a ticket. We went to work as a team.

In 72 hours, my team:
-Intercepted the freight from a failing carrier.
-Used our cloud platform to reroute the middle mile.
-Secured an emergency dock appointment through our Amazon partnership.

The Result:
The inventory hit the Amazon FC with 4 hours to spare.

The hard truth of scaling to $100M is that your logistics partner is either an engine or an anchor.

If they cannot pivot when their system breaks, they are an anchor.

We built AMZ Prep to anticipate and handle logistics emergencies.

We specialize in the white glove execution that keeps omnichannel brands alive when everyone else freezes.

Don't let a partner's incompetence cap your growth.

We fix the problems other 3PLs can't handle.

💬 Message me and I’ll audit your 2026 fulfillment strategy!

58,964 ASINs lose FBA access on April 20. Here's the SFP math to help you decide if it's worth it.

Here's the math behind SFP for those brands (save this post):

Every week CPG brands selling protein bars, chocolate, gummies are asking us: 

"Can we do SFP?"

YES... But most brands don't understand the economics.

SFP lets you keep the Prime badge while fulfilling from your own warehouse or 3PL.

We run SFP at scale for brands across big and bulky, outdoor, and cold chain, so this is math we know well and how difficult it is. 

The Metrics Amazon Require:

Small and light (example: protein bars):
· 30% of orders delivered next day
· 70% delivered in 2-days
Basically, you need to have overnight shipments. 

The difference for Big and Bulky:
· 10% next day
· 45% 2-day

There is a 3rd-tier which is extra-large but we won't talk about it in this post.

FAIL 3x in 1 year and Amazon revokes your SFP for 1 year.

The Warehouse / 3PL Requirements (baseline):
· 6 days/week fulfillment schedule.
· Extended fulfillment window (we fulfill till 3pm-4pm local time).
· You'll need a proper tech stack behind this and team monitoring seller metrics as there is a ton of variables you need to add into this. 

NOTE: You need to be running FBM actively for 90 days prior to going through the trial

The Carrier Requirements for SFP:
We use Fedex and UPS just given their performance for all SFP accounts. 

Usually, our carrier matrix would be something like this: 
· UPS next-day
· FedEx One Rate
· FedEx 2-day 
· UPS ground
· FEDEX ground

Full cost if we wanted to do SFP for a protein bar brand: 

Zone 1-3 (Ground Can Work):
· Pick/pack/ice-packs/supplies: $3.50
· UPS Ground: $8-$12
· Total: $11.50-$15.50
Ground shipping works for shorter distances, keeping costs lower
for regional distribution.

Zone 4+ (Air Required):
· Pick/pack/ice-packs/supplies: $3.50
· We'd use a FedEx 1 or 2-Day: $14-$20
Longer distances require air shipping, dramatically increasing per-
order costs.

NOTE: If your product sells at $25, shipping alone is 46-62% of the sale price.

Big and bulky is different, we usually are running 4 or 5 facilities. 

When SFP makes sense for meltable brands?
AOV is $50+ (enough margin to absorb premium costs).

Other brands will end up just putting their higher AOV SKU's.
ie. larger pack size, multi-packs, as SFP and leave the rest for FBM. 

That last one is the real calculation.
Brands losing Prime for 5 months typically see a 40-50% revenue drop on those SKUs.

Even if SFP costs $5-$8 more per order, the Prime badge lift can cover it and you put it as a "marketing expense" to keep the algorithm up, ranking and sales velocity. 

For the 90% of brands that have a $30 or less MSRP I'd suggest just run FBM during the meltable months and enroll in premium shipping. 

📍DM me if you want this ASIN list + my Amazon Meltable Playbook.

How are you handling meltable season this year?

FBM?
Seller Fulfilled Prime?
Pulling inventory and waiting it out?

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Founder, CMO

Amazon Meltable Timeline, SFP & FPM Costs + Options

Want to congratulate Arishekar N for his new role as we build the fastest growing logistics company in North America without raising a dollar 🚀

AMZ Prep is proud to announce the promotion of Arishekar N to Vice President of Marketing, recognizing his leadership in scaling our brand and growth engine globally.

As we power 2-day global fulfillment across 22 warehouses in the US, Canada, and EU, Ari will lead the next chapter of our expansion educating, empowering are growing the next generation of modern brands that fulfill with AMZ Prep®

If you don't know your blended fulfillment margin, stop scaling.
Fix this first.

I talk to brands doing $5M, $10M, $15M in revenue. They know their gross margin. They know their CAC. They can tell you their ROAS by channel.

Ask them what it actually costs to fulfill an order across all their SKUs, all their channels, all their shipping zones?

Blank stare.

Here's why this matters:

Your blended fulfillment margin is the true cost of getting product to customers. Not the rate card. Not the average. The actual, weighted cost across everything you ship.

And it's almost always worse than founders think.

That $8 average shipping cost? It's $8 for zone 2. It's $14 for zone 6. It's $22 for that oversized SKU going to Alaska.

That 3PL rate? It doesn't include pick fees on multi-item orders. Or storage overages. Or return processing.

That "free shipping" threshold? It's margin-positive on some orders and margin-negative on others. Do you know which?

Most brands are flying blind on the metric that determines whether growth is profitable or just expensive.

Here's what blended fulfillment margin actually includes:

Pick, pack, and ship fees across all SKUs
Outbound shipping by zone and carrier
Packaging and materials
Storage costs allocated per unit
Return shipping and processing
Damaged and lost inventory write-offs

Add it up. Divide by orders. That's your real number.

The brands that scale profitably aren't guessing. They know exactly what it costs to fulfill every order type. They price accordingly. They kill the SKUs that don't work. They route to the zones that do.

The brands that don't? They grow revenue while margin quietly disappears.

You can't optimize what you don't measure.

If you haven't calculated your blended fulfillment margin, that's the first thing to fix.

Do you know yours?

The Supreme Court just unlocked $160B in eCom refunds. Is your brand on the list?

The era of "fast-twist" policy shifts, where brands went under simply because they couldn’t track unpredictable costs is finally facing a reckoning. ⚖️

The Supreme Court’s recent ruling on "unruly" tariff practices is more than just a legal win; it’s a multi-billion dollar reset for the e-commerce industry. Here is what you need to know:

From Chaos to Regularity: We are moving away from sporadic cost spikes toward a disciplined, transparent trade environment. This allows brands to stop hoarding "emergency reserves" and start reinvesting in product development.

The Refund Opportunity: There are potentially tens of billions of dollars in refunds on the table. If your brand has been hit by volatile tariffs over the last 18 months, you could be looking at a seven or eight-figure recovery.

Data is the Golden Ticket: You cannot claim what you cannot prove. Now is the time to aggregate every import record and tariff payment with your freight partners.

Strategic Resilience: While Section 301 remains, this ruling underscores the need for diversification (India, Pakistan, Taiwan) and localized fulfillment to bypass US-centric trade hurdles.

The Bottom Line: Stability allows for strategy. The most successful brands in 2026 won't just be the ones with the best products, they’ll be the ones with the best data and the most agile supply chains.

I want to hear from you 👇 

Do you think these refunds will actually materialize, or is it just noise? 

#Ecommerce #SupplyChain #Logistics #SupremeCourt #InternationalTrade #Tariffs

Founder @ AMZ Prep | 2-day global fulfillment for omnichannel brands doing $5M+

Amazon just dropped 1-hour and 3-hour delivery.
Here’s what I can’t stop thinking about.

Amazon just changed the rules of the game again.

1-hour and 3-hour delivery are officially live across the US, marking the biggest escalation in the speed war we have seen in years.

· 90,000+ products eligible
· 1-hour delivery live in hundreds of cities
· 3-hour delivery in 2,000+ cities
· Prime members pay $9.99 for 1-hour, $4.99 for 3-hour
· Non-Prime pays $19.99 and $14.99
· Dedicated storefront at https://lnkd.in/egcUh5q2

They're now going head-to-head with Instacart, DoorDash, and Uber Eats.

But that's not what I keep thinking about.

I keep thinking about what this does to EVERYONE ELSE.

If Amazon can get a package to your door in 60 minutes...

What does that mean for Shopify brands shipping in 5-7 days?

What does that mean for Walmart, TikTok Shop, and every other channel trying to compete?

What does that mean for the 3PLs and fulfillment companies (like mine) who built their entire model around same-day and next-day being "fast enough"?

I run an Amazon-First logistics company.

We fulfill over 15 million orders annually.

More than 200 million of items into Amazon. 

And I'm sitting here genuinely unsure how to feel about this.

Part of me thinks this is just Amazon flexing.

A premium tier for people who need toothpaste RIGHT NOW.

Not a replacement for standard Prime shipping.

For context, we usually see ~12% sales lift every day you remove from your delivery.

Moving from a 5 day delivery to 4 day delivery = 12% lift in sales

And then a significant BUMP for prime badge.

But when we get into sub day delivery conversion, we don't have data yet on this. 

Part of me thinks this is the beginning of a new baseline.

Meaning that in 2-3 years, every channel will need to offer sub-2 hour delivery or they'll feel slow by comparison.

I honestly haven't formed my opinion yet.

But here's what I DO know:

Consumer expectations only move in one direction.
Faster.

And whoever can't keep up gets left behind.

I'm genuinely asking.

What do you think this means for brands selling on Shopify, Walmart, and TikTok Shop? 

Or will it not even meaningfully impact conversion.

What works at $1M quietly kills you at $10M.

At $1M, everything runs through you.

You know every customer. Every order. Every problem.

It works because you’re in the middle of it.

At $10M, that same setup becomes the bottleneck.

Here’s what breaks over and over.

The founder is the SOP.

Nothing is documented. Decisions live in your head. When someone asks how to handle something, the answer is still “ask me.”

At $10M, that’s not leadership. It’s a growth ceiling.

One person holds the keys.

Your best employee runs ads. Or the warehouse. Or supplier relationships.

Single points of failure feel fine until they fail.

Hiring stays reactive.

You hire when something breaks. Then you hire fast. Then you hire wrong. Then you’re back in the weeds fixing both the problem and the hire.

Meetings replace systems.

Instead of building processes that run without you, you add syncs. Check-ins. Slack threads.

The business moves. But only when you push it.

The fix isn’t complicated. It’s disciplined.

Document the 20% of decisions that drive 80% of outcomes.
Cross-train before you need to.
Hire ahead of the pain, not behind it.

The brands that scale smoothly aren’t smarter.

They just built systems earlier.

What got you to $1M won’t get you to $10M.

4 controversial lessons I learned about warehouse scaling from fulfilling 20M+ customer orders:

I just argued with a $45M brand’s Director of Operations.

They wanted 5 warehouses to copy Amazon’s speed and I told them NO.

Actually, I didn't just say NO...I told them it was a suicide mission.
 
Operators are sold a dream that more warehouses are the solution to instant fulfillment.

In reality, for brands under $10M, it is often a money pit and they don't have the systems to manage it.

Here's 4 Controversial Lessons I Learned (without burning cash):

1. Shipping from one location is the ultimate form of control MOST of the time.

-You have one pile of inventory to manage rather than chasing stock across the country.
-You don't have capital trapped in safety stock across 5 states just to save a day in transit.
-The only trade-off is you pay higher shipping rates to reach Zone 8 (East Coast to West Coast).

2. The "Two-Warehouse" Sweet Spot: This is where 90% of brands should be.

-One facility West (California or Las Vegas) and one in (PA, Chicago or NJ) covers the vast majority of the population.
-You reach most customers in 3 days without needing complex forecasting software.
-You eliminate a lot of Zone 7 & 8 shipping zones without fracturing your inventory pool.
-Of the past 20 brands we've signed, 15 use 2 nodes. (as you grow to ~50M+, 3 nodes will start to make more sense).

3. Majority of high SKU brands (~2,000+ SKUs, like apparel, shoes, jewelry) should not split their stock.

-You will never forecast size/color velocity correctly across 4 locations and it is impossible to get right unless you're doing serious volume.
-The most common solution is to keep 100% of SKUs in one central node (Texas for example is our largest apparel facility).

-The cost of splitting shipments will kill your margin. If a customer orders a bra (in CA stock) and leggings (in PA stock) you'll pay 2x shipping to get it to the customer.

4. Zone Skipping is a game changer for small products.

-I did a post on this. By zone skipping we pack orders in Texas and fly them to a NY hub to inject them into the local carrier network using regional carriers.
-The customer gets 2-3 day delivery at about the same cost.
-You keep one inventory pool but get MOST of the speed & benefits of a multi-node network.
-This is already huge in Canada, it’s now growing in the US and it'll be a big reason most brands don't need more than 2 facilities (unless it's seller-fulfilled prime).

The Exception: There are cases where 3-4+ warehouses make sense.

-With big and bulky products like mattresses you need to use UPS & FEDEX ground (or seller fulfilled prime as we usually need ~4 locations).
-If you are doing ~10K+ orders a month, inventory forecasting is locked and the freight savings finally outweigh the storage costs + transfer between warehouses.

Curious on your take… How many locations do most brands need?

Growing revenue is not the same as scaling.

Most founders confuse them. Then wonder why things start breaking at $5M.

Growing revenue is adding more on top.

More sales. More orders. More customers. More everything.

It works. Until it doesn't.

Scaling is making the system handle more without breaking.

The difference shows up fast:

Growth without scale looks like this:

- Revenue doubles, but so does chaos
- Every new customer adds more work per person
- Your best people burn out because nothing runs without them
- Margins shrink because inefficiency compounds

Scale looks like this:

- Revenue doubles, but headcount doesn't
- Systems absorb volume without breaking
- The business runs even when you're not pushing it
- Margins hold or improve because the infrastructure supports it

I've seen brands hit $10M and feel like they're drowning. I've seen brands hit $20M and feel like they're cruising.

The difference isn't the revenue. It's whether they built systems before they needed them.

Growth is a vanity metric if the foundation cracks under pressure.

Scale is what lets you keep what you build.

Are you growing or actually scaling?

Boredom is the best sign your system is working.

I used to chase the dopamine. The viral post. The big win. The rush of something new taking off.

But the real growth came when it stopped feeling exciting.

Same cadence. Same process. Same output.

No surprises. No reinventing the wheel every week. Just showing up and doing the thing I said I'd do.

That's when the numbers actually moved.

Most people quit right before this phase. They mistake boredom for stagnation. They think if it doesn't feel hard or new, it must not be working.

It's the opposite.

The exciting part is figuring it out. The boring part is when it compounds.

Systems feel boring because they're working. Consistency feels repetitive because it's building. The lack of drama means the foundation is solid.

If you're still chasing the rush, you're optimizing for feelings instead of outcomes.

The best creators I know aren't motivated every day. They just don't need to be. The process runs whether they feel like it or not.

If it feels repetitive, you're probably building something real.

What's the boring thing that's actually working for you?

I've worked with hundreds of brands. Very few operate like this. 

If you're in CPG and not following Jason Burke, you're missing out.

If you haven't already, follow Jason.

What he's building at New Primal is something special.

Truly textbook founder led go to market.

Jake Karls too.

VERY similar to how I approach growing AMZ Prep® but just two different worlds.

We've had the chance to work with their team, all incredible strong operators 

If you aren't watching them closely to understand their playbook Jason is actively giving away for free online and LEARN...

You're missing out. 

Who else in CPG do you follow that's worth paying attention to? 

Lets give them some love

Built New Primal from Kitchen Counter to 15,000+ Stores | Clean Food Pioneer

Everyone thinks breakout products are luck.

They’re not.

They’re timing + taste + distribution + story…all compounding at once.

This rotisserie chicken stick is one of the fastest-growing items we’ve ever launched.

Not because we got lucky (well, maybe a little).

Really, though, we stacked the deck:

-The category was ready to move beyond beef

-Consumers wanted something familiar (no guessing, no risk)

-Chicken demand is/was exploding

-We nailed a flavor profile people already trust

-We launched into a rising tailwind—not against it

But product alone doesn’t win anymore.

So we went all in:

-Founder-led marketing
-Seeded product to creators before launch
-Activated Amazon’s creator ecosystem
-Built momentum heading into a major trade show
-Let real people tell the story before retail ever did

9 months later:

5,000+ stores
Top 5 SKU on Amazon for us
One of the fastest movers we’ve ever seen

No gimmicks.

Just aligning product, timing, and distribution…then pressing hard.

And next month?

If you live in Texas…you’re going to be very happy 🤠

eShipper+

Chief Strategy Officer (CSO)

Kazi Consulting Corp.

Managing Partner

Deloitte

Business Domain Lead (Canada Post) - Parcel Tracking Transformation
- Held a variety of project management roles in a transformative program to revolutionize the track and trace capabilities within the organization

Business Solutions Architect

QA Data Analytics Lead (Air Canada) - Loyalty Transformation Project
- Supported with the full testing governance of the entire big data transformation for the largest airline in Canada

Quality Assurance Lead

QA Cutover and Test Data Management Lead (Air Canada) - Loyalty Transformation Project
- Liaised with over a dozen internal and external stakeholders to spearhead the entire testing cutover approach for the loyalty launch of Canada's largest airline

Scrum Master (TD Insurance) - Guidewire Transformation Project
- Led a Scrum team of 20 to deliver Electronic Documents for a National Insurance provider across their Residential business line 
- Managed the defect management lifecycle for the Policy Transformation scrum

Project Team Lead

Vendor Manager (Economical Insurance) - Guidewire Broker Transformation Project
- Managed timelines and deliveries for  9+ partners across Quoting Vendor providers and Broker Management Systems to integrate with the Insurance Carrier to offer a seamless broker experience 
- Facilitated several Program Readiness workshops that brought together business and technology partners to ensure a successful enterprise-wide implementation 
- Supported post-Go-Live delivery through a Command Center operation that provided brokers with real-time resolutions

Tantramar Consultants Inc.

Tantramar is a great choice for initiation of a project or program from $1M to $700M. Deep experience is in program management including policy support initiatives, contract management, contact centers across industries, electronic security, billing and customer service.

Contact Center Consultant

Elim Solutions Inc, NetSuite Solution Provider

Elim Solutions builds world-class solutions, to grow and simplify your business. We utilize NetSuite, the leading cloud-based ERP, CRM and business management software. We have been helping companies simplify their business since 2008.

Lead ERP Consultant

Capgemini

Senior Consultant – Canada & US Deployment Lead (Unilver)
- Develope a comprehensive deployment plan and finalizing the scope for each market 
- Managed several technology capability rollouts across multiple brands for Canada and USA as part of a larger global rollout
- Collaborated with the Marketing teams to develop action plans for adopting more agile and digital ways of working

Senior Consultant

Senior Business Analyst (Loblaws) - Agile/DevOps (FAST IT) Transformation Project 
- Conduct requirement gathering sessions with client teams to understand and assess their suitability for an Agile/DevOps pilot transformation project 
- Worked with the Senior Agile Coach and DevOps Architect to formulate a rigorous mobilization plan to help bridge their "current state" to their "to be" state of adopting FAST IT

Project Manager (WSIB) - Guidewire Reporting Project 
- Led an assessment for an enterprise level Business Intelligence project leveraging solutions with Guidewire DataHub and InfoCenter, Cognos, and various legacy reporting systems
- Evaluated the current Legacy Reporting Framework and the requirements needed to deliver data from Guidewire DataHub as part of the “Keep the Lights On” strategy 
- Reviewed the current project plan and architectural landscape in place in order to ensure alignment with other reporting streams and identify any risks or dependencies
- Collaborated closely with key SMEs to manage the stakeholder expectations within the business operations, analytics, and technical divisions of the organization

Team Lead (WSIB) - Guidewire Conversion Project 
- Managed the scope and requirements for the Guidewire ClaimCenter Conversion team
- Worked with several program streams to coordinate dependencies and project timelines 
- Drove process improvements in synchronizing conversion development and testing activities
- Generated reports to communicate conversion metrics to all levels of the organization

QA/Business Analyst (WSIB) - Guidewire Conversion Project 
- Facilitated workshops with key client stakeholders to identify clear scope of conversion for Guidewire PolicyCenter and Guidewire ClaimCenter
- Executed test cases in HP QC to validate the requirements while working with the Conversion Mapping Analysts, Functional Developers, and Business Owners

Consultant

- Managed the development and rollout of new NetSuite customized products 
- Worked closely with the principal consultant to gather business requirements for clients and prepare process documentation 
- Streamlined business processes from sales workflow to standardizing the structure of statements of work

Business Analyst 

MarketStar

- Ranked amongst the top 10 representatives across Canada
- Educated customers and promoted sales for the new Blackberry Z10 and Q10 devices

Team Blackberry Demo Day Representative

Suncor Energy

- Prepared various reports that are sent to the government as well the Vice Presidents and Executive Vice Presidents of Suncor regarding metrics for refinery production.
- Managed an estimated $4 million project that has involved identifying and presenting a solution to the inadequate inventory levels for an ethanol tank at a refinery.
- Examined crude contamination levels across Canada and recommended potential solutions for mitigating further contamination

Integration & Optimization Analyst

University of Waterloo Alternative Fuels Team

- Worked with a team of business and engineering students to develop a comprehensive business plan to develop an economically friendly vehicle for the three-year Eco Car Competition

Director of Industry Development

Ahmed is the Chief Strategy Officer at eShipper+, where he specializes in developing strategic initiatives and leading technology transformations to enhance warehouse operations. With a passion for innovative e-commerce solutions, he works tirelessly to align organizational goals with customer needs, ensuring a customer-centric approach.

With extensive experience in large-scale IT and business transformations, Ahmed brings a wealth of expertise in leveraging technology and automation. He is committed to empowering teams, delivering impactful solutions, and fostering sustainable growth within the logistics and technology sectors.

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The Battle

Blair Forrest

Ahmed Dewjee

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taplio

The Battle

Blair Forrest

Ahmed Dewjee

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Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Blair Forrest's LinkedIn Performance

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