Getting four divisions and a global supply chain onto one set of systems

The situation

Floorco and Flagship Global Sourcing operated as four divisions: Floorco Distribution, Flagship Sourcing, Universal Carpet and Floorco Commercial. Together they covered flooring and furniture from manufacturing and sourcing through warehousing and installation. High-profile clients needed work delivered to the same standard across many sites.

I started as an outsider, coming in 8 to 12 hours a week to learn the processes, the people and the products. After a few months, I told the ownership team they needed a full-time person leading this operation. It felt like a movie. The CEO told me to write down the number I'd take to work there full time. One of the partners offered me 75% of it right away, with a promise: if I showed by the end of the year that I was worth it, they'd pay the difference for the whole year and start the next year at 10% above my number. I earned both the back pay and the raise.

What I did

I ran the systems behind the business, along with the information technology and database teams. I standardized reporting, purchasing workflows, schedule tracking and issue escalation so leadership and project teams could work from the same information.

I also supported major client programs for Ford, Coach, Uber and Regus/Spaces, including projects in New York City that required close coordination with client representatives and union trades. And I led marketing communications that unified messaging across the divisions.

What changed

Leadership gained clearer visibility into projects, and the work became more repeatable from one site to the next. We also reduced IT costs by 27%. I stayed through 2019, then stepped back to put all my time into Susquehanna Services.

What I took from it

Large programs succeed or fail on the quality of their information. I learned how to turn complicated client requirements into a repeatable delivery model, and I've used that lesson in every job since.