I've led supply chain transformations that delivered over $8.5M in verifiable cost savings while building resilient operations across military, retail, and manufacturing environments. My approach: treat every supply chain as a strategic asset, not a cost center.

What drives my success:
My foundation in military logistics—managing $65M in assets and 500+ personnel across 10 international locations—developed my core competencies in strategic planning, crisis management, and leading large-scale operations under pressure. I've successfully translated this operational discipline into measurable business outcomes in commercial environments.
Recent strategic achievements:

Spearheaded $200M+ supply chain transformation integrating SAP S/4HANA and Kinaxis across multi continent operations, driving enterprise-wide visibility
Generated $5M+ annual savings through strategic sourcing program covering 300+ suppliers, reducing disruptions by 35%
Enhanced working capital by 12% deploying real-time control tower and IBP process for 5,000+ SKUs
Elevated on-time delivery from 89% to 97% through Lean Six Sigma initiatives while reducing freight costs 18%
Led ERP transformation automating 40% of workflows, improving forecast accuracy by 25% for 50,000+ SKUs
Built comprehensive risk management framework reducing supply disruptions by 40%

My leadership philosophy:
I build high-performing teams by combining military precision with commercial agility. Whether mentoring 13 project managers or aligning IT, Finance, and Sales teams, I focus on creating cultures of continuous improvement and data-driven decision-making.
Areas of expertise:
✓ Supply Chain Transformation & Cost Optimization
✓ Operations Management & Network Design
✓ Digital Leadership (SAP S/4HANA, Kinaxis RapidResponse, Advanced Analytics)
✓ P&L Management & Strategic Sourcing ($8M+ budgets)
✓ Military-Grade Crisis Management & Business Continuity
✓ Lean Six Sigma Black Belt & Operational Excellence
✓ Team Development & Cross-Functional Leadership
Currently exploring senior supply chain and operations leadership opportunities where military-honed discipline meets commercial innovation. Let's connect if you're looking for a proven leader who delivers measurable impact.
📧 tmurphy24@email.davenport.edu | 📱 (813) 618-3306

Trevor Murphy

Chris March

Executive Coach & Former COO | Helping Directors & VPs Lead Bigger with Clarity, Influence & Results — Leadership Advisor & Speaker | Follow for Leadership Strategies

If your team still needs your approval to move, you are not scaling.
You are managing everything.

And if decisions stall without you, it is not a leadership issue.
It is a structural one.

At $8M to $50M, growth outpaces systems.
The company looks bigger, but throughput does not keep up.
Execution slows. Decisions pile up.
And your most capable people still wait for permission.

That is Founder Gravity.
It happens when every important decision quietly pulls back to you.
Left unaddressed, it compounds.

I fix that.

I am an Executive Decision Advisor for B2B service businesses where execution is stuck, even though the people are strong.

I rebuild the decision system so that:

• Ownership sticks
• Escalation drops
• The business moves without you in every loop

This is not coaching.
It is not team-building.
It is decision architecture for companies that need to move.

Why I Do This

I have spent 20 years inside growth as a GM, COO, and advisor across Australia, the UK, and Canada.

Everywhere I have worked, the pattern is the same:
Strategy is not the constraint.
The decision system is.

When decisions break under pressure, the founder becomes the operating system.
I help you remove that dependency.

What Changes

You stop approving everything.
Your team moves without checking in.
Decisions flow across the business.
Execution gets lighter, not heavier.

When to Reach Out

If:

• Everything is escalating
• You are the blocker again
• Your leadership team is capable but still waiting

Then it is time to fix how decisions move.

Based in Australia. Working globally.
If this is already costing you speed, send a message or request a confidential Executive Advisory Conversation.

Chief Operating Officer

Most new CEOs talk about vision. The best ones start with listening.

When Satya Nadella took over Microsoft in 2014, he didn't unveil a grand strategy. He showed up with questions.

He asked engineers:

• What's slowing you down?
• What's frustrating you?
• What would you change if you could?

Today, Microsoft runs weekly AI accelerator meetings that flip the standard executive playbook.

Frontline engineers present. Executives sit like individual contributors. Nadella asks questions.

No slide decks. No hierarchy. No theatre.

It's messy. It's chaotic. And that's exactly why it works.

This is what a learn-it-all culture looks like. Not a poster. A practice.

When leaders lead with answers, teams wait for direction. When leaders lead with questions, teams bring solutions.

"Here's my vision for Q4" → "What are you seeing that I'm missing?"

"Here's the strategy" → "Walk me through how this works on the ground."

"I've decided we should..." → "What would you do if this were your call?"

Your challenge this week: Speak last. Ask three questions before you share one opinion.

Executive Decision Advisor | Removing founder dependency in $5M–$50M B2B service businesses | Former COO

Sitting within 25 feet of a high performer boosts your performance by 15%.

Being equally close to someone struggling? Your performance drops 30%.

You absorb their anxiety. Their exhaustion seeps in while their focus stays just out of reach.

But your real environment isn't about desks. It's the five people you talk to most, work alongside most, and share problems with most.

They're shaping how you think, what you believe you can do, and where you think you're headed.

I watched a VP slowly dim over the course of six months.

Her closest work friends were bitter about the company direction, cynical about leadership, and checked out emotionally.

She started echoing their complaints. Then their body language. Then their resignation.

By the time she came to working 1:1, she couldn't remember when she last felt excited about her work.

The problem wasn't her role or her capabilities. The problem was she'd spent six months marinating in other people's frustration.

We didn't try to manufacture motivation. We just shifted her daily interactions.

She started having lunch with someone building a new division. Not every day. Just twice a week.

She joined a working group with someone who'd recently joined and hadn't yet learned to be cynical.

She didn't cut off her old friends. She just stopped spending every break rehashing the same complaints.

The change wasn't instant. For the first couple of weeks, she felt guilty. Like she was abandoning people.

Around week three, she started bringing different ideas to meetings. Started seeing possibilities instead of just problems.

Two months later, she was leading a new initiative. It wasn't some breakthrough moment. She just changed what she was soaking up every day.

Look at who you're spending time with. Not in theory. Actually count it.

If you want to move faster, find one person already moving. Spend more time there.

If you want to think bigger, find one space where bigger thinking is normal.

And if someone consistently drains you? Create distance. Not conflict. Just space.

It won't feel dramatic at first. These things never do.

Your performance isn't just about you. It's about what you're soaking in every day. Choose wisely.

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Chris March

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