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

VP-Level supply chain executive with 15 years leading enterprise execution and working capital performance in complex, high-volume, high-SKU environments. I currently lead the enterprise supply chain engine at Vestis (formerly Aramark Uniform Services), spanning SIOP/IBP, demand planning, supply planning, purchasing, production management, and inventory management, with a team of 28.

Scope & scale: $150M inventory, $500M annual spend influence, 20K+ SKUs, and a distributed global organization, executive-facing cadence across Sales/Ops/Finance. 

I’m known for turning ambiguity into execution — building operating cadence, accountability, and cross-functional alignment with Sales, Operations, and Finance to deliver measurable results: inventory reduction, improved fill rates, backorder elimination, and stronger cash flow performance.

Highlights include:
•	Improved fill rates by 16% and increased inventory turns (reducing inventory 19% within 14 months)
•	Reduced backorders by 64% by implementing an SIOP framework aligned to business priorities
•	Reorganized a global supply chain team to improve retention, engagement, and scalability

Operating model: executive SIOP/IBP cadence; KPI ownership across service, inventory and working capital.

Long-term, I’m focused on VP-level supply chain leadership where I can lead end-to-end execution and transformation across planning, procurement, manufacturing/operations, and logistics execution.

Leadership style: calm, direct, accountable, and people-first.

Lindsey Walker

I’ve noticed 95% of professionals — both on LinkedIn and “in the wild” — fall into one of two camps:
	1.	Those who fear AI will replace them
	2.	Those who use AI to make themselves irreplaceable

In supply chain, execution isn’t downstream from strategy. It IS strategy.

Over the last 90 days, I’ve used Copilot to:
• Build “insane” nested Excel formulas in ~30 seconds
• Validate an 18-month vendor forecast for an RFP
• Flag >20% YoY variances in large planning outputs
• Pressure-test recommendations from a CFO/COO lens before exec discussions
• Summarize long meeting notes into crisp actions + owner lists

AI isn’t replacing leadership.
But it is changing the speed at which we can deliver.

👉 If you’re using AI in real workflows — what’s one use case that’s made you materially faster/better? Always looking for new ideas!

#SupplyChain #AIinBusiness #Copilot #Operations #Leadership

VP-Level Supply Chain Leader | $150M Inventory | $500M Spend | Plan-Buy-Make | Working Capital & Service

Dusting off my email login after a great holiday week — full of family adventures, a few too many cookies, and a little virus (holidays with a 5- and 8-year-old wouldn’t be complete without a few germs right? 🫠).

I tend to set intentions for the year ahead, rather than formal goals.

They keep me focused not just on what I deliver, but how I show up — and preserve flexibility as priorities inevitably shift.

This year, one of my professional intentions is simple:
be more intentional about what (and how) I prioritize.

At scale, the hardest problems aren’t technical.
They’re deciding what truly matters right now — and what can wait without creating unnecessary risk.

In supply chain, that tension is everywhere:
• inventory vs. service
• speed vs. stability
• short-term performance vs. long-term capability
• stabilizing today vs. building for tomorrow

Earlier in my career, I focused on solving individual issues well.
Over time, the work has shifted toward making tradeoffs explicit, aligning around them early, and facilitating decisions before conflicting priorities turn into chaos.

Clarity doesn’t come from perfect plans.
It comes from well-communicated priorities — and the discipline to revisit them as conditions change.

👉 Curious to hear from fellow supply chain leaders: what intention are you carrying into the year ahead?

Optimizing and Unlocking New Revenue Streams for CFO's, Board Advisor LogicInk Biotechnology

Don Voss is a strategic finance leader, partnership builder, and trusted advisor to startups and growth stage companies, with a career that developed at The Coca-Cola Company across finance, strategy, and growth-focused leadership roles.

During his time at Coca-Cola, Don evolved from finance and strategy responsibilities into leading initiatives centered on strategic partnerships and business growth. He worked closely with internal leaders and external partners to identify, structure, and scale collaborations, including partnerships with startups, that unlocked new capabilities, accelerated innovation, and drove measurable growth.

By bridging financial discipline with commercial strategy, Don helped turn emerging partnerships into scalable growth engines. This experience gave him a front row seat to how large enterprises and startups can successfully work together and what it takes for young companies to navigate complexity, prove value, and scale through partnerships.

Today, as a Fractional CFO and startup advisor, Don leverages that experience to support and mentor founders. He helps startups build financial clarity, align strategy, and use partnerships as a deliberate growth lever, guiding teams through the practical realities of scaling while maintaining focus and execution.

Don is known for his collaborative style, operator mindset, and ability to translate strategy into action serving as a trusted partner to founders as they grow their businesses through disciplined finance and high impact partnerships.

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