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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Executive responsible for leading the Warehousing, Transportation / Logistics teams for a leading healthy snack foods company. I report to the President, Operations.

Senior Director, Warehousing and Logistics

Albanese Confectionery Group, Inc

Director of Warehousing

Gehl Food & Beverage

Executive responsible for leading Supply Chain and Logistics operations for a 125-years old Food & Beverage company (Private Equity - Wind Point Partners) across multiple manufacturing Plants, Warehouses and 3PL's. I report to the CFO and have 4 Direct Reports.

•	Reduced Freight costs 15% including $1.2M Truckload RFP, $750k Retail Consolidation and $350k Parcel.
•	Negotiated $6.0M 3PL savings (WI 3PL) over 4-year contract ($1.2M annual handling cost reduction).
•	Saved $1.1M in WI Private Fleet costs – negotiated new lease agreement, rationalized tractor/trailer pool.   
•	Improved On-Time Delivery 4% points; reduced customer YTD OTIF fines $850k; Socialized Bracket Price Model.

Senior Director, Supply Chain

Indiana Sugars, Inc.

Executive responsible for Inbound / Outbound Van Transportation team, comprising of 5 Direct reports across multiple manufacturing plants. INSU is a 100-years old family business and I reported to the ownership group.

•	Developed Core Carrier Partner Group to leverage spend, reduce administration, improve service. 
•	Improved On-Time Delivery from 83% in H1 ’21 to 97.2% in FY ’22 and 98.1% in H1 ’23.
•	Negotiated annual savings in select lanes via mode / carrier optimization.
•	Commenced Dedicated Fleet with Tier-1 DCS Partner; led TMS project – successful launch Q3 ’22.

Senior Director, Transportation

Kerry

Executive responsible for leading Transportation, Warehousing/Distribution, Network Optimization, Deployment Planning, DC Quality, Logistics Technology and Import/Export teams, consisting of 38 staff including 5 direct reports. I reported to the VP, Supply Chain North America.

Kerry Group plc is a public-traded global leader in the food, beverage and pharma industries with $8B USD annual revenue.

•	Reduced annual Logistics costs by $7.8M via network optimization, rate negotiation, and distribution improvements. Defined an additional $12M in future logistics cost savings. 
•	Increased OTIF (On-Time / In-Full) service level by 4.6% points to 93% OTIF.
•	Led work stream improvements to improve Inventory Accuracy to 99.86% across 3PL network.
•	Deployed inventory management tool that sustained a 7% working capital improvement.  
•	Improved efficiency on Import/Export team to handle 40% more export orders with fewer staff.
•	Seamlessly supported pandemic-related distribution spikes to E-Com channels, boosting customer satisfaction. 
•	Led Logistics team through successful SAP launch in 11 3PL warehouses.

Director, Logistics and Import/Export

JM Swank, LLC

Senior Executive responsible for Transportation, Distribution, JRRW Private Fleet, Warehousing, Network Optimization, Inventory Planning, Continuous Improvement, Quality, Facilities and Safety. I reported to the CEO and led a team of 150 hourly non-exempt staff (drivers and warehousing) and 35 salary-exempt staff.

JM Swank, LLC is North America's 2nd largest food ingredient distributor and is a Platinum Equity, LLC (private equity) portfolio company.

•	Reduced on-hand inventory (DOH) by 3.5 days, resulting in $3.8M working capital improvement. Reduced expired inventory FY18 run rate 40% from FY17.  
•	Improved common carrier on-time delivery by 4%. Improved Private fleet performance 2% while reducing fleet trailer-to-tractor ratio from 17% to 2.35%. 
•	Reduced warehouse costs via labor planning, warehouse rezoning, staff training and adopting Lean principles. 
•	Increased Inventory Cycle Count levels by 2.5% points, achieved best-in-class 99.95% in two DCs.

Vice President of Operations

Sysco

Executive responsible for Inbound Logistics and Network Optimization for The SYGMA Network, a multi-unit, national chain division of Sysco. Led a diverse team of 17 corporate logistics staff. Managed  $110 million annual inbound freight spend, including common carrier and private fleet backhaul revenue. I reported to the SVP, Operations. 

Sysco is the world's largest broadline food distributor and a Fortune 100 (public-traded) company.

•	Managed inbound logistics across 15 Distribution centers, 16 staff on logistics team, including 5 direct reports.
•	Oversaw $205M annual inbound logistics (including CPU and Delivered freight spend). Managed $120M in annual freight spend including backhaul fleet and common carrier.
•	Reduced inbound freight cost / case 6%, yielding $3.4M incremental margin improvement.
•	Implemented technology solutions across entire DC network with Crossbow freight optimizer and Manhattan TMS to reduce logistics operating and administration costs.

Vice President of Logistics

AmeriCold Logistics

Senior Executive responsible for $510MM Annual Revenue budget across 3 Operational Divisions. Led 15 professional business development staff, including 6 direct reports. Primary roles included strategic account management, key account development and consultative field sales growth in the frozen and fresh food industries with an emphasis on 3PL Supply Chain solutions in warehousing, distribution, transportation and inventory management.  I reported to the CCO/EVP, Commercial.

Americold Logistics, LLC is the world's largest temperature-controlled 3PL and was a Yucaipa Companies, LLC (private equity) portfolio company.

•	Improved receivables performance by 58% (% past due); improved DSO 12% 2014 to 2012 comparison.
•	Exceeded annual P&L goals with 14% revenue growth and a 16% jump in EBITDA and earned two promotions.

Vice President, Business Development

McCain Foods USA, Inc.

Executive responsible for leading the Warehousing/Distribution team for large privately-held $1.9 billion (US Division) frozen potato and appetizer food manufacturer. Responsible for $60 million warehouse budget, one of the Top-12 largest frozen warehouse programs in North America. I reported to SVP, Supply Chain and Logistics.

•	Developed and led Network Optimization project for McCain Foods USA that yielded:
-	Reduced Logistics costs % of COGS (cost-of-goods sold) 17% and as % Net Sales by 14%.
-	Eliminated 18M linehaul miles by consolidating 70 warehouses to 18, yielding $8M annual logistics savings. 
•	Improved Warehouse (Private and 3PL) operations metrics including:
-	Improved average ASI scores (food industry auditor) from 943 to 958; reduced damage claims 35%.
-	Improved warehouse dock times by 35% to under 2-hour turns; improved cycle-count accuracy to 99.89%.
-	Achieved “0” OIR/TIR reportable accident ratio in Private Warehouses.
•	Earned Refrigerated & Frozen Foods (R&FF) Magazine prestigious Logistics Leadership Award.
•	Active leader and participant in Lean Sigma projects including 5 Kaizen supply chain events.

Director, Warehousing

Chef Solutions, Inc.

Led the Integrated Logistics group - Transportation, Warehousing, Distribution and Customer Service for large perishable/frozen foods manufacturer. Managed $42 million freight and storage budget for 12 plant-attached warehouses and three 3PL RDC’s. Top Logistics executive who reported to EVP/COO 2002-2004 and GM/President in 2005.

•	Led Logistics team to consolidate 6 manufacturing plants and 10 warehouses, saving $9M annually; multiple Lean Sigma Kaizen events in supply chain.
•	Developed and managed network optimization project that yielded sustainable cost, service level, and environmental benefits. Project was Food Logistics Magazine cover article as a perishable salad industry “first.”
•	Centralized transportation planning group to eliminate 20 plant logistics staff, saving $750K annually while improving communication and service levels.
•	Led Core Carrier program to improve on-time service levels by 11% to 98.2% and reduce annual freight costs $500K. Outsourced freight payables to reduce costs by $220K.
•	Managed 120-truck DSD transportation operation. Reduced drivers to 95 with productivity improvement and comprehensive route design.
•	Led Logistics integration of 6 acquired companies and divested the frozen/dry bakery division to a strategic investment group. Logistics expert during SAP R3 (4.6C) implementation to establish commo

Director, Integrated Logistics

I am an exceptional, actions-biased, results-driven logistics leader who solves complex supply-chain challenges and has a strong track record of successfully building, leading and mentoring high-performing logistics teams. I have an extensive background in successfully leading network design, transportation and warehousing/distribution operations as well as customer service and business development, primarily in the CPG, Food and Beverage Distributor and 3PL industries.

I deploy Continuous Improvement principles and have led or participated in multiple Lean Sigma events in manufacturing and warehousing/distribution teams. I build high-performance logistics teams with a relentless focus on safety, security, sanitation, standardization and simplicity as the foundation for success. 

I am a collaborative, servant-leader who leads by example while creating "win-win"​ scenarios for my teammates and I have extensive experience in the development and implementation of organizational restructuring, team-building and performance-based scorecards. My leadership style is "Yes, we did"​ and not "Yes, we can."​ I have a strong commitment to building diverse teams focused on improving customer service levels and financial performance. 

After honorably serving three years in the US Army as an Airborne Infantryman, I commenced my logistics career starting as a forklift driver/ truck loader while attending college. I earned multiple promotions in several organizations based on performance in logistics operations in trucking/warehousing, printing, food and beverage distributor and 3PL industries. 
  
Areas of Expertise:
🎯    Supply Chain Strategy | Network Optimization
🎯    Logistics | Transportation | Warehousing
🎯    Mergers & Acquisitions | Due Diligence | Integration
🎯    Team Building | Diversity & Inclusion | Accountability
🎯    Best-in-Class Metrics | OTIF | Customers and Shareholders
🎯    P&L Improvement | Cost Reductions
🎯    Procurement | Logistics | MRO | Negotiations | Contracts
🎯    Leadership | Focus on People, Process, Technology & Metrics | Change Management
🎯    Technology | ERP, WMS, TMS implementation


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