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

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Supply Chain and Operations Professional

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The Battle

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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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