DualMint

Chief Technology Officer

Ipseity Network

Co-Founder and CEO

Breeze Comfort

Managing Director

Omniture

Product Specialist

FAST

Director of Field Services APAC

Concur Technologies

marimba

Sales Engineering Manager

Oracle

Sales Engineer

Co-Founder and CEO at Ipseity Network Co-Founder and CTO at DualMint

Specialties: Data Privacy, Enterprise Search, Systems Management

Bill Lee

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

Inventory is the most misunderstood line item on the balance sheet.

Some leaders treat it like an asset.
In reality, it’s like cash tucked under a mattress — safe, but not earning anything… and quietly losing value over time.

And inventory rarely gets “fixed” in Excel.
It gets fixed through better decisions.

In my experience, excess inventory usually comes from:
• unclear service policies (“everything is priority”)
• long/unreliable lead times
• too many SKUs with no segmentation
• incentives that reward “just in case” behavior
• SIOP/IBP meetings that report… but don’t decide

The goal isn’t just less inventory.
It’s the right inventory — aligned to service, constraints, and cash.

👉 What’s one lever that’s made the biggest difference reducing inventory without hurting service?

#SupplyChain #Inventory #WorkingCapital #SIOP #Operations

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

“Every deliverable you’ve asked for the last 3 weeks has been marked urgent — can you help me understand where this urgency is coming from?”

I still remember her frustrated tone in a 1:1 early in my management journey.

My first reaction? Defensive.
My second reaction (but admittedly years later 😂)? Grateful.

Because urgency is usually a symptom — not of a crazy workload — but of unclear priorities and indecision.

When everything is urgent:
	•	teams stop thinking and start reacting
	•	decision quality drops
	•	replanning becomes the operating model
	•	burnout is inevitable
	•	the work that actually moves the business forward gets squeezed out

In supply chain, it shows up fast:
• last-minute expedites and expenses
• constant fire drills
• premium freight
• margin loss

Urgent “culture” is rarely an execution problem.

It’s usually a leadership problem (and a very expensive one at that).

Something I learned after that awkward conversation 12 years ago - what are the some of the most impactful words from a leader?

“This can wait.”

👉 What’s one thing you’ve seen leaders do that helps teams separate urgent from important?

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The Battle

Bill Lee

Lindsey Walker

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taplio

The Battle

Bill Lee

Lindsey Walker

Followers

Posts

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);}Lindsey Walker's LinkedIn Performance

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Performance ScoreLindsey Walker's LinkedIn Performance