Vestis Corporation

Senior Director of Supply Chain

Oakmont Supply Solutions

We help small to mid-size manufacturers increase margin and maximize revenue by building a solid supply chain that fuels 2X/3X digit growth.

As the leader of a small to mid-sized manufacturing business, are you challenged by:

-Creating a Sales & Operations planning process that drives real results in your business
-Supply Chain knowledge gaps within your leadership team?
-Fractional Director/VP/COO needs until you find the perfect candidate?
-Forecasting rapidly expanding product lines to avoid stock outs?
-Optimizing contract manufacturing/packaging partnerships?
-Identifying and pulling cost out levers to improve profit margin?
-Developing a supply chain strategy that customers/investors can clearly understand AND your team can execute?

We would love to partner with you!

Founder 

Gartner

Gartner Ambassador - Supply Chain

Mentor within the SKU CPG accelerator program providing guidance with emphasis on supply chain optimization, manufacturing strategy, cost reduction tactics, and transportation strategy. 

SKU is a leading consumer goods accelerator that surrounds stellar startups with mentor teams of entrepreneurs, investors, and industry experts to accelerate smarter, faster growth.

Supply Chain & Operations Mentor/Investor

ASCM Atlanta

Board Member

Reliance Worldwide Corporation

Supported $700M in revenue with double digit growth figures by ensuring high retail fill rates through COVID-19 Pandemic.  Designed & implemented full executive S&OP routine.

Responsible for end-to-end supply chain operations including:
-Demand Planning
-Supply Planning (both manufacturing and procurement)
-International and Domestic Freight strategy
-Inventory planning
-Sales & Operations Planning
-Executive Strategy Development

Supported $700M in revenue with double digit growth figures by ensuring high retail fill rates through COVID-19 Pandemic. 

Worked endlessly to meet needs of internal and external stakeholders including vendors and clients, this role allowed me to work under pressure and implement creative problem-solving methods and professional expertise to support and grow the business. 

Key Skills: Sales & Operations Planning | Continuous Improvement | Business Process Design | Resource Management | Budget Administration | Strategic Decision-Making | Inventory Optimization | Revenue Growth | Cost-Saving | Demand Planning | Supply Planning | Transportation Strategy

Director Supply Chain Planning

Grew retail partnership from $0 to $150M account in 2 years, while maintaining consistent 98%+ fill rates.

Designed and implemented a comprehensive plan to launch 400+ products across Lowe’s stores nationwide to meet their enterprise goals. 

Awarded Lowe's Partner of the Year Award in 2018. 


Key Skills: Account Specialist | Strategic Planning | Project Coordination | Resource Administration | Process Optimization | Sales | Customer Service | Relationship Management | Product Development | Project Tracking

National Account Manager

HD Supply

Captured 10% savings ($4MM on a $40MM freight budget) by conducting a comprehensive international freight RFP.

Led HD Supply’s international logistics strategy and tactical management, budget administration, expenditure analysis, business process design, and feasibility analysis to meet and exceed profitability goals with given resources. 

Key Skills: Logistics Management | RFP Design | Budget Management | Strategic Decision-Making | Project Coordination | Resource Administration | Process Optimization | Stakeholder Management | Business Partnerships | Teamwork | Supplier Management

Senior Manager International Logistics

The Home Depot

Inventory Planning Manager

Manhattan Associates

I was responsible for supporting multiple internal and external teams on data analysis, warehouse management, and business growth projects. I also took charge of resource and inventory management and handled budget development, brand positioning, marketing, and client handling for the firm's largest client, Nike. 


Key Skills: Account Management | Budgeting | Strategic Planning | Project Coordination | Resource Administration | Business Process Optimization | Warehouse Management | Marketing | Documentation

Consultant - Warehouse Management (Open Systems)

Helping small to mid-sized manufacturers successfully grow into retail by building a solid supply chain fueling 2X/3X growth.

As the leader of a small to mid-sized manufacturing business, are you challenged by:

-Supply Chain knowledge gaps within your leadership team?
-Fractional or Interim Director/VP/COO needs until you find the perfect candidate?
-Creating a Sales & Operations planning process that drives real results in your business?
-Forecasting rapidly expanding product lines to avoid stock outs?
-Optimizing contract manufacturing/packaging partnerships?
-Identifying and pulling cost out levers to improve profit margin?
-Developing a supply chain strategy that customers/investors can clearly understand AND your team can execute?

If so, we would love to help. 

With 25+ years of combined experience, we have helped companies like Kraft-Heinz, Aramark, Tarkett, Electrolux, Nest, Tip Top Cocktails, Reliance Worldwide Corporation, Whirlpool and dozens of others build their supply chains and expand retail presence at Target, Wal-Mart, Home Depot, Lowe's, HEB, Kroger as well as national distributors.  

Our specialty is building supply chain processes that increase profitability.  We have done this by improving forecast accuracy by 20%, increasing inventory turnover by 37% and saving millions of dollars in transportation costs. All while maintaining consistent retail fill rates of 98%+ using our proven process.

Want to discuss your situation? Reach out to lindsey.walker@oakmontsupplysolutions.com.

Lindsey Walker

the Crysler Club

You know the feeling. Hustling for your business without seeing the growth. It’s like running in heavy boots. That’s where we come in. We help you refine the way your business runs by creating systems that reduce friction and free up resources. In other words, we outfit you with custom-made running shoes, so you and your business can really take off.

Are you ready to go the distance?

Join the Crysler Club where we collaborate with leaders in manufacturing and beyond who want to optimize their operations and impact profitability, cash flow, and company culture.

Founder and Principal Consultant

Handy Bindery, LLC

• As managing partner, successfully led and grew this privately owned and operated manufacturing and distribution business by 20% through effective planning and execution of strategic initiatives.

• To streamline operations and improve efficiency, developed and implemented several key business systems, including a job cost estimating system, a direct labor tracking system, and an inventory management system. These systems significantly improved data visibility and decision-making across the organization.

• Led the successful launch of a new product, leveraging expertise in new product and system development. This included conducting market research, designing and creating support systems, and managing the implementation process, resulting in acquiring a completely new customer base.

• Recognizing the importance of brand awareness, identified and retained a marketing services provider to develop and launch a brand refresh initiative. This resulted in national exposure and increased brand recognition locally.

• Implemented lean manufacturing principles and continuous improvement initiatives in order to drive additional efficiency and productivity gains. These efforts resulted in significant cost savings and improved overall performance.

Partner

Ennis, Inc.

• Oversaw all high level strategic planning of key priorities, conducting thorough assessment of metric reports and daily KPIs to support daily efficiencies and business operations.  Analyzed order counts, sales reports, backlogs and other measurables to determine throughput and performance.  Collaborated directly with team leaders to receive project updates and status reports, identifying key opportunities to foster engagement and team building.

• Provided key support during facility relocation.  Strategically allocated resources within budget of $1.5MM, implementing tactical negotiation practices to coordinate contract deals.  Planned, implemented and managed all logistical necessities to transport operational resources to new location.  Successfully completed the relocation project within established timelines and budgetary parameters.

• Championed initiative to realign company work structures and optimize internal culture.  Implemented new KPIs and performance requirements to drive professionalism, leadership and efficiency across multiple departments.  Engaged directly with floor personnel to receive feedback on possible process improvements.  Collaborated with HR personnel to develop comprehensive training programs on relevant best practices and SOP’s.  This led to an overall increase in gross profits by 8% and significantly reduced supply cost.

• Oversaw the implementation of new JD Edwards ERP system.  Conducted process mapping to design new customer service module and enhance business management practices.  This led to significant increases in efficiency and reduced labor costs among sales personnel by 50% while increasing quoting and order accuracy.

General Manager of Folder Express

• Supervised the design and integration of several comprehensive process improvements.  Developed and proposed new multi-facility capital expense project to reduce department-specific cycle times by 66% and labor cost by 50%.  Developed custom proprietary program to enhance information management and accessibility.  Identified key opportunities to consolidate resources and optimize both internal and external communications.

• Implemented new quality control initiatives following relocation.  Developed new documentation standards to facilitate and support new process standardizations.  This reduced customer-generated credits by 50% and significantly enhanced productivity, training and process improvement.

General Manager of Folder Express (continued)

• Managed P&L performance and sales operations, ensuring continuous profitability and ROI.  Nurtured new facility-wide culture change to ensure ongoing support to business goals during senior leadership transition.  Developed buy-in and fostered support for new operational structures, implementing a comprehensive cross-training program to drive efficiency.  Achieved significant recognition from corporate leadership, receiving Most Improved Plant designation for driving financial growth, expanding business capabilities and synthesizing creative solutions across all departments.

• Proactively designed and implemented new proprietary software to automate existing processes and reduce human error.  Developed new quality control standards and processes for documentation, consistently generating customer credits that totaled less than 1% of revenue, an overall reduction of 75%.

• Strategically liaised with retail brand partner with customer to negotiate and secure an annually renewable contract.  This led to an overall increase in revenue by more than $4MM.

• Facilitated numerous product management priorities.  Maintained continuous awareness of all industry standards and market trends to identify particular customer needs.  Oversaw the management of $20K capital expenditure project to optimize software and enhance business capabilities of new product, leading to more than $200K in annual revenue.

General Manager of Ennis Princeton

• Developed innovative committee to drive continuous improvements through Lean manufacturing principles.  Collaborated extensively with personnel to conduct classroom training and other practices to ensure all participants maintained acute expertise in 5S and other methodologies.  Implemented numerous process improvements that maximized efficiency, reduced supply cost and enhanced workflow process mapping to prevent future non-conformances.

• Built comprehensive business plan to detail new market capabilities with existing machinery and equipment.  Corresponded with marketing teams to develop collateral and other communication materials to promote services.  This led to significant improvements in business development within existing customer portfolio.

• Tapped by senior leadership to oversee operational management of new business consolidation.  Managed all hiring, training and professional development of new personnel.  Utilized competitive analyses and other tools to ensure proper integration with current workload.  Successfully fostered transition with zero operational downtime, driving consistent revenue growth and profitability.

Production Manager at Admore, Inc.

Multi-Copy Printing

Production Manager

Outsmarting AI in Manufacturing and beyond using "Actual Intelligence" and Practical Expertise helping Operations Leaders Deliver Bottom Line Results • Operational Excellence Top Voice

Hey there, I'm Dave! I'm all about adding a dash of fun to the otherwise stuffy world of Operational Excellence. Great to (virtually) meet you!

Many businesses struggle with inefficiency, consistency, and waste. We help you optimize your operations and enhance profitability, cash flow, and company culture.

My passion for helping businesses operate efficiently comes from growing up in an entrepreneurial family. Both of my parents have owned and continue to own their own businesses. Growing up in that environment taught me many valuable lessons including what it meant to work hard in your business.

It was an easy lesson to learn because I saw it every day. My parents would regularly leave before my school day started and come home well into the evening. We also spent a lot of weekends “at the shop”. My parents were involved in every aspect of their businesses. It was what got their business to where it was, but it was also what was holding them back. I couldn’t see that at the time though, I just thought that’s what everyone does who own’s a business.

It wasn’t until I went to work for a large, publicly traded corporation that grew through acquisition that I fully understood what it took to grow a business. It’s where I learned how to make the shift from working in a business to working on a business because as I was given more responsibility and larger facilities to operate, I couldn’t be everywhere and doing everything.

It was during those years that I learned to create systems that optimized planning, people, processes and technology to not only drive growth but to operate with excellence. I had to learn how to find and solve the problems that were slowing the businesses down that I was responsible for. And since every business was different, each facility brought its own set of challenges that had to be overcome to improve operations and grow the business.

Our mission is to help you overcome the barriers holding your business back. We equip you with the tools, knowledge, and systems you need to conquer inefficiency, ignite growth, and operate with excellence.

Whenever you're ready, there are 3 ways to help you get started:

1️⃣ Drive growth with one actionable tip each week: https://thecrysler.club/newsletter/

2️⃣ How to increase profits by improving your processes: https://thecrysler.club/guide/

3️⃣ Start Your Operational Excellence Self-Assessment: https://thecrysler.club/snapshot/

Dave Crysler

Talked with a founder this month who scaled to $8M... then completely burned out and his revenue dropped 60%.

Now he wants to hit $8M again, but this time, he's doing it differently.

A few years ago, he was working 7 days a week. No systems. No delegation. Just hustle.

He hit $8M, but it nearly broke him.

Now? He's hired people. He's building infrastructure. But here's the problem, without systems to support their efforts, his team is stuck guessing. And he's still the bottleneck.

Here's what most founders miss:

Buying tools and hiring people doesn't fix the problem. Systems do.

You can't scale what lives in your head: process, expectations, vision. If your team has to ask you for every decision, you haven't built a business. You've built a job with employees.

I walked him through creating clarity with roles and responsibilities documents for every position. Once everyone understands "what success looks like," consistency becomes easier and accountability often takes care of itself.

From there? Identify, prioritize, and implement process improvements while building out the systems (planning, people, process, technology).

The goal? Get back to $8M without working weekends. Move the business to an industrial complex and off his property.

If you're a founder stuck being the bottleneck in your own business, let's talk. This is exactly what I help solve.

P.S. The difference between $3M and $8M isn't more hustle. It's better systems.

Walking shop floors since 6 | Helping leaders eliminate friction by building smoother systems

Two weeks offline. Week one: family. Week two: first in-person event in forever. Someone told me something that completely reframed how I think about my work:

"The content you put out today will always be the worst content you create."

This was such a simple yet insightful thought and applies far beyond content. If I'm doing this right, tomorrow's work will always be better than today's because I'm always learning.

During my "time off" a colleague recommended two books. I read those plus one more. Why? Because the better I get, the better my clients get. Tomorrow I'll learn something else. Next week, something else. That's the game.

Last week's IGNiTE Digital Leadership Summit reinforced this. I listened to individual speakers and a panel of peers who've completely evolved their businesses. I met people in heavily regulated industries leading with pure personality, giving me permission to show more of mine. I shared some lessons I've learned with someone just starting out and realized how far I've actually come.

Each conversation = growth. Each growth moment = better work for my clients.

My value isn't that I know everything. It's that I never stop learning. My background and experience are the foundation, but what I learned yesterday, last week, or at that event? That's what makes tomorrow's work better than today's.

So yeah, this post? It's the worst post I'll ever write. And I'm completely fine with that.

P.S. What's the last thing you learned that changed how you work?

If you ever want a lesson in supply chain, operations, logistics, transportation, customer service, or patience... go on vacation!

Just spent 4 days in FL. We had an awesome time, and the weather was certainly a nice break from MI. But just as we were winding down our Sunday, my flight home was unexpectedly cancelled, and with no return flight rebooked.

I checked the airline app... no available flights until Tuesday. The helpdesk wait was 56 minutes. They were navigating delays and cancellations across the US due to severe weather, crew hour limitations, air traffic control shortages, etc.

Once I got through, the helpdesk agent rebooked me for the late flight on Monday. But thankfully I got myself on the standby list for an earlier flight. The gate agent found me a seat, "lucky" because 15 other people were trying to get on the same flight.

Here's what I noticed:
The system broke at one point. But the people close to the problem (the gate agent) had more flexibility and information than the centralized helpdesk.

This is exactly what I see with my clients. When operations are too centralized or rigid, you lose the ability to solve problems in real-time. The people closest to the customer often have the best solutions but only if you empower them to act.

One cascading failure doesn't have to take down your entire operation. But only if you've built flexibility into the system.

What's one operational breakdown you've seen that could've been solved faster at the frontline?

"We've tried everything."

That's what the VP of Operations told me last month about a problem that's been haunting their supply chain for 8 months.

The issue? They were solving for symptoms, not root causes.

View newsletter: Business Systems Biweekly

Hey there! 👋 Thanks for stopping by. I share practical advice on building systems that reduce friction and free up resources to operate with excellen

Open article: How to Solve Real Problems Not Symptoms by Dave Crysler • 3 min read

Most businesses are data rich but insight poor. And it's killing their cash flow.

Here are my thoughts on why AI isn't a "back burner" conversation anymore, and what leaders who wait are going to miss out on.

Open article: Can You Imagine Running Your Business Without the Internet? by Dave Crysler • 4 min read

Can You Imagine Running Your Business Without the Internet?

You don't have a tool problem. You have a "listening to people with one solution" problem.

The software vendor says you need their CRM. The consultant says you need their framework. The industry expert says you need to copy what worked for them.

None of them asked what's actually unique about your situation.

So you spend $50K and 6 months implementing their solution. And you're right back where you started. Same problems. Different tools.

Here's what I've learned solving the same operational problems five different ways for five different clients:

Context matters more than methodology.

I don't show up with the answer. I show up with questions built on experience. Because the company that needs a value stream map and the company that needs a process map might have the exact same symptoms, but totally different root causes.

Most advisors have one hammer. Every problem looks like a nail. If someone's confident about your solution before they understand your problem, run.

DM me if you're tired of paying to be someone's learning experiment.

PS - Did I mention our "get value or don't pay" model?

There are only two reasons your [insert technology here] isn’t working, and neither is the software.

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Dave Crysler

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