25% faster go-lives for Fortune 500 companies—here’s how.

I turn supply chain chaos into your #1 competitive edge.

Over 16 years, I’ve partnered with global retail, manufacturing, logistics, and e-commerce leaders to drive results like:

25% faster WMS/OMS implementations—projects delivered in months, not years
18–30% boosts in system performance—getting more from your tech, every day
$15M+ in client savings—through smarter slotting, operations, and integration strategies

What sets my approach apart?

I don’t just optimize software—I unlock hidden profit in your supply chain by crushing delays, tackling integration headaches, and eliminating bottlenecks that stall growth.

Here’s what my clients say:

“Cut our deployment time in half—best WMS/OMS partner we’ve had.”
“We recouped millions in one year. Wish we’d called you sooner.”

Let’s stop the leaks and start compounding ROI.
DM me for proven playbooks, client case studies, or to book a Supply Chain Strategy Session (link in bio).

The most ambitious teams win with the fastest, best-fit supply chains. Let’s get you there.


If you’re ready to stop firefighting and start scaling, let’s talk.
📩 Message me here on LinkedIn
📅 Book a Supply Chain Strategy Call Today (Link in Bio)

Shylaja Kadamby

I am burned out.

It snuck in when every day started looking the same.

Same grind. Same feedback. Same outcomes.

And one day you realize you’ve been moving… but not feeling it.

A mentor once told me something I keep forgetting:
“Look at where you were this time last year.
Not the daily noise.
The distance you’ve actually traveled."

So this year, I’m doing something I avoided for a long time

I’m writing my goals down.

Small ones. Easy ones. Hard ones.

And a few that feel borderline ridiculous.

I’ll track them.

Adjust when I mess up.

Hold myself accountable.

But the real change?

I’m celebrating every small win instead of waiting for one big moment.

2026 isn’t about perfection.

It’s about progress you can actually see.

Wish me luck.

What are you doing differently in 2026. Do share 👇

Driving 7-Figure Savings in Supply Chain | WMS/OMS Authority | 16+ Yrs Transforming Retail, Manufacturing & Logistics | 25% Faster Go-Lives, 30% Better System Performance

Remember the “implementation playbook” era?

20 people gave inputs.
1 poor soul stitched it together.
Then came the 48-hour weekend war room where everyone “had to be there” to call it a success.

Miss one step.
Someone falls sick.
Five months later → millions lost.
Now everyone’s scared about their job.

Let’s be honest:
That wasn’t execution. That was collective anxiety disguised as process.
Here’s the uncomfortable truth.
 
Humans are terrible at repetitive, detail-heavy implementation.
AI is exceptional at it.

Now, Imagine feeding the playbook to an AI.
It checks for gaps.
Asks for missing info.
Validates dependencies.
Flags risks before things break.

Then pings you: “Implementation complete.”

A small team reviews it Monday morning.
No heroics. No weekends. No fear.

If you’re building an AI agent for this - come, talk to me.

You’re not automating work. You’re removing stress from entire organizations.

The late Philip Khoury started this company 57 years ago in Abu Dhabi, before the union, before the highways, before real-time tracking, with just one promise: if we say we'll deliver, we deliver.
Three generations later, that promise still stands.

As Managing Director at ADSO, I work alongside a team of 200+ people across 16 offices who share that same commitment. We move goods by land, sea, and air for some of the largest corporations in the region.

For the past 17 years, I've watched this industry transform from paper manifests to digital dashboards, from regional hauls to operations that span continents. The tech changed but our values didn't. 

Our approach is simple. We don't oversell, we don't sugarcoat, we don't promise what we can't deliver. Our clients get reliability, integrity, and transparency.

We handle route optimization, fleet management, and customs processes across borders. We deploy geo-fencing and asset tracking. We build solutions that scale, but what we really do is solve problems.

If we can do it, we do it well.

That's how you build and uphold a company for generations.

Here on LinkedIn, I share what I'm learning from the realities of the business on the ground and behind closed doors.

If you're navigating logistics challenges or looking to move smarter, I'm here to help.

Phillip Khoury

My kids asked me what I do for work.

I said logistics. Next, they asked me what that was.

I told them we help move things people need to where they need them. Medicine to hospitals, equipment to factories, ambulances to countries that need emergency vehicles.

They wanted to know if that's like delivering the pizza they love. 

“Sort of”, I said. “Except the medicine can't get warm, the equipment can't arrive late and the ambulance has to cross three countries and clear customs in each one.”

Then they asked the million dollar question: “What happens if something goes wrong?”

“That's our job. Making sure nothing goes wrong, or fixing it fast when it does…

Imagine your friend needs a birthday present, but it's in another city. Someone has to pick it up, someone has to drive it there, someone has to make sure it doesn't get lost or broken, and it has to arrive before the party starts.

Now imagine the present is medicine someone needs tomorrow. And the city is actually another country. And there are rules about how you can carry it. And the weather might close the roads. And customs might ask questions you need to answer immediately.

That's logistics.”

My older son then said: “So you're the person who makes sure the important stuff shows up?”

“Yes. That's exactly what we do.” 

Moving things that matter to people who need them.

Leading ADSO | Cross-border Logistics since 1968 | Connecting your cargo to every corner of the world

Everyone at ADSO knows Rached.
He's your go-to person when you need straight answers. 
The one with a million stories. 

Stories that somehow all connect back to lessons about logistics, about people, about how things actually work when you strip away the corporate language.

Rached started as a driver. All he had was his heavy truck license and the willingness to show up reliably. He moved cargo, learned routes, built relationships with clients who trusted him because he delivered what he promised when he promised it.

Rached paid attention to more than just his assignments. He watched how trucks performed. He noticed which maintenance issues were preventable and which ones weren't. He understood that the difference between a reliable fleet and a broken one often came down to small problems caught early versus small problems ignored until they became catastrophic.

That attention created opportunity. 

ADSO needed someone who understood truck maintenance from a driver's perspective, someone who knew what actually broke on the road versus what looked concerning in a manual. Rached became that person. He moved from driving trucks to taking care of our entire fleet's maintenance.

Rached then brought in qualified members of his family to join our ADSO team, forming and leading a handpicked team that embodies the loyalty, trust and dedication we value. 

This is what growth looks like when people take ownership of their work. Rached didn't just clock in and follow instructions. He learned everything his role could teach him, then applied that knowledge in ways that served both the company and his own future.

Rached noticed. He still does. That's why everyone knows him, and why his story matters.

You don't really know your team until 3 AM.
At 3.05 AM, some people are already questioning whether they can keep doing this.

There’s a reason why… 

The early hours are when the shipment gets stuck at customs, the truck breaks down in the middle of no man’s land, or the client calls with an emergency that can't wait until morning. That’s when you find out who answers the phone, who can actually solve the problem, and who you've been relying on more than you may have realized.

When emergencies happen, it’s often the same 3 or 4 people who step up. They know which authorities to call, they can reroute a truck half-asleep and they’re the ones clients trust when everything is falling apart.

And over time, they're often the ones who quit.

Because being reliable slowly becomes being expected. Being capable starts to feel like being exploited. And being the person who saves the day at 3 AM often means you never really get to clock out like everyone else.

I've been thinking a lot about this. 

When the same person solves every crisis, that isn’t reliability; that's a burnout case waiting to happen. When someone consistently goes beyond their role, that shouldn’t just result in another 3 AM call next week; it should start a conversation about recognition, support and compensation.

I’ve made it a mission to rely on my best people without exhausting them, and to make sure the people who carry the weight don’t end up carrying it alone.

In logistics, we talk about lead time like it's a problem to SOLVE:

The time between order and delivery.
The gap between departure and arrival.
We spend entire careers trying to compress those hours, shave off days, find faster routes...

But cargo doesn't move faster because we want it to. It moves at the speed the infrastructure allows, the speed regulations permit, the speed physics dictates.

A truck crossing from Dubai to Jordan doesn't care that the client needed it yesterday. The border operates on its own schedule. The road has a speed limit. The driver needs rest.

You can't rush steel across 2,500 kilometers just because the timeline feels urgent.

I've worked in this business long enough to know that forcing speed into a system designed for deliberate movement creates more problems than it solves. Shipments delayed because someone skipped a documentation step, errors at customs because paperwork was rushed, costs that doubled because the "faster" route wasn't actually ready.

Efficiency isn’t about pushing harder.
It’s about working with reality instead of against it.

It’s like the Big Brother of logistics. 
This small device that sits inside shipments and watches everything.

Most people never think about what cargo experiences during transport: the temperature fluctuations during a 12-hour flight, the shock events during loading, the humidity changes between warehouses and the light exposure during inspections.

Those variables don't just exist; they can destroy what you're shipping. 

A pharmaceutical loses potency, a vaccine becomes ineffective, medical equipment becomes compromised. And often, nobody knows until it's too late.

Unless something was watching the entire time.

Data loggers track temperature, humidity, shock, and light exposure throughout the entire journey. They create a continuous record of every condition the cargo experiences, from origin to destination, turning invisible risks into documented proof of proper handling.

When we move pharmaceuticals that must stay between 2 and 8 degrees, these devices become our accountability. If something goes wrong, we know where and when. If everything goes right, we can prove it.

The pharmaceutical company receiving their shipment doesn't just get their cargo; they get documentation showing exactly what conditions it experienced. For clients shipping temperature-sensitive materials, tissue samples, or anything where environmental conditions determine viability, these small devices provide full transparency into what actually happened during transport.

We've been using data loggers at ADSO for years. They've caught equipment failures we didn't know existed, validated that our processes work as intended, and given clients confidence that their sensitive cargo received the care it required.

The device is small. 
What it protects isn't.

Logistics runs on invisible threads.
Break one, and the world starts to unravel. 
Break two, and chaos will be knocking on your door uninvited.

People think logistics is about moving boxes, but most of the time it's about managing what nobody sees, until something breaks.

A shipment clears customs in 5 hours instead of 3 days, a client never knows their route was blocked because we rerouted mid-journey, a pharmaceutical delivery maintains temperature control through a heatwave. 

All of it looks easy because we made it look that way.

That's the job: make complexity invisible.

Your cargo arrived on time? That was expected. The documentation cleared without issues? Also expected. 50 trucks loaded in sequence with zero errors? Still expected.

Behind a smooth day, there’s a complex web of situations happening:

A coordinator handling 4 client emergencies simultaneously, while maintaining calm on every call. A driver who noticed a customs paperwork error at 2 AM and fixing it before it became a 6-figure problem. A manager making a routing decision with 30 seconds of information and no margin for error. 

A warehouse team completely reorganizing floor space overnight because a priority shipment changed specifications. Someone catching a temperature control failure before the pharmaceuticals were compromised.

These are critical decisions disguised as Tuesday.

The best logistics professionals I know don't talk about the fires they put out. They prevent the fires, and go home like nothing remarkable happened. In this work, excellence often means nobody notices you were there.

When logistics works, it's invisible. 
When it fails, everyone knows.

Logistics may be unseen, but its impact is everywhere.
And it’s made possible by people whose decisions, big and small, keep everything connected.

If I could ask for a superpower, I'd choose the ability to control the weather.

Yes, I'm biased because I work in logistics, but I’m comfortable with that.  

If I could control weather, I'd also control port closures, flight delays, road conditions, and probably about 40% of the reasons shipments get delayed, which, if we’re honest, is the superpower logistics professionals actually need.

The reality is that weather shuts down a port, customs changes regulations overnight, traffic blocks a route, or a political situation closes a border. None of it is our fault, and all of it is our problem to solve. 

And somehow, we're also expected to apologize for it.

I think this is one of the things that quietly burns people out in logistics: being held accountable for forces of nature. A sandstorm delays your shipment, and the client wants to know why you didn't plan better. Customs implements a new inspection protocol without warning, and management asks why you didn't anticipate it. A border crossing shuts down for system upgrades, and you're the one explaining to everyone why their cargo is sitting in a truck instead of arriving on schedule.

I've seen good people leave logistics, not because the work itself was too hard, but because being blamed for the uncontrollable becomes exhausting. You solve problems you didn't create, adapt to circumstances you couldn't predict, and absorb frustration for situations entirely outside your influence. 

Then you show up and do it again the next day. 

At ADSO, we are trying to be more deliberate about distinguishing between failures of execution and failures of circumstance. Leadership's job is more than just shielding teams from challenges, it's about shielding them from unfair accountability when events are genuinely outside their control. 

If we're blaming people for things they couldn't control, we're not managing well; we're just creating an environment where capable, committed people decide it isn’t worth staying.

Accountability works best when it’s paired with context.

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Phillip Khoury

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The Battle

Shylaja Kadamby

Phillip Khoury

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Engagements

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