Supply Chain Planning & Logistics Executive
I build the planning and logistics systems behind complex hardware businesses. I lead S&OP, CTB, demand, supply, and capacity planning, inventory, and inbound logistics to improve availability, working capital, and supply continuity.
Connected Hardware · Robotics · Consumer Products
Three planning mandates across connected hardware and robotics, from building the S&OP cadence to running the global supply plan through growth and disruption.
Build and own the executive S&OP and supply planning cadence across demand, material availability, CM capacity, inventory, supplier commitments, and inbound logistics.
A consumer IoT wearable business running on outsourced manufacturing, with a global supplier, contract manufacturing, and freight network, and a European market to open from scratch.
Run executive and board-level S&OP and supply reviews, and build the international inbound logistics network for an AI-powered robotics platform.
External manufacturing in Taiwan and Germany, with complex international inbound logistics spanning freight, customs, and cross-border flows into the U.S.
Build and own the planning operating model across S&OP, demand and supply, MPS and CTB, capacity, inventory, and supplier planning.
A connected fitness hardware business with global contract manufacturing, long-lead components, high-value inventory, and international freight, growing fast through a period of supply disruption.
“Paul is the kind of operator you hand something complex and trust to figure it out. When things got hard, he got calmer.”
Before connected hardware, I ran finished goods, material, and supplier planning at global consumer scale. That foundation is why the hardware work holds up.
Owned finished goods and material planning for the Fenty Beauty inventory portfolio across a global manufacturing network, balancing demand, capacity, long-lead components, service, and working capital on a high-SKU launch calendar.
Owned supplier forecasting and supply planning across a large global vendor base, building supplier scorecards and recurring forecast and performance reviews to improve accountability and visibility into supply risk.
Complex physical products with long-lead components, global contract manufacturing, and high-value inventory. The planning problem is only as interesting as the product.
An AI-powered autonomous robotics platform manufactured in Taiwan and Germany, delivered and installed on site at customer locations.
Executive and board S&OP, capacity allocation with manufacturing partners, material readiness, inventory risk, and the international inbound logistics network.
A connected strength training system built around long-lead electromechanical components, high-value inventory, and global contract manufacturing.
S&OP, demand and supply planning, MPS and CTB, capacity, allocation, safety stock strategy, and constrained-supply scenario planning through the ramp to volume.
A consumer IoT wearable with multi-week battery life, manufactured through outsourced partners and distributed globally.
Executive S&OP, the rolling global supply plan, weekly CTB, CM capacity and supplier commitments, inventory targets, and inbound freight priorities.
Four pillars, one operating model. Each has a mandate, a set of levers, and a result it is accountable for.
Turn demand, supply constraints, and business priorities into an executable operating plan.
7% forecast accuracy improvement at Fi · Board-level S&OP ownership at Aescape
Convert the plan into buildable factory and material schedules.
$2M working capital released at Tonal · 8% inventory turns improvement at Fi
Hold manufacturing partners and suppliers to commitments that the plan depends on.
10,000+ units per month scaled at Tonal, from NPI through the ramp to volume
Get material and finished product where the plan needs it, at a landed cost that works.
European delivery cut from 12 days to 3 across 20+ countries at Fi · 25-day cash conversion improvement at Aescape
Every dollar spent to source, build, move, and deliver a physical product sits in one of six buckets. Planning decisions move all six, which is why the plan and the P&L cannot be owned by different people.
Raw materials, components, PCBAs, and packaging, plus component-level duties and the yield loss allowances built into standard cost.
CM and tolling fees, direct labor, factory overhead, and the tooling and NRE amortization that sits inside unit cost.
Ocean, air expedites, and intermodal from supplier to factory or DC, plus drayage, accessorials, and customs brokerage.
3PL storage and handling, receiving and put-away, pick pack and ship, last mile, and returns processing.
Purchase price variance, scrap and shrinkage, excess and obsolete reserves, and absorption against planned volume.
Planning, sourcing, and logistics headcount, the systems stack, and third-party quality and compliance spend.
Alongside full-time leadership roles, I take on selective advisory work with hardware companies building the planning function for the first time, or rebuilding one that stopped scaling.
A structured look at where the plan breaks down and what to fix first, ending in a prioritized roadmap your team can actually execute.
Stand up the operating model end to end, then hand it over with the documentation and cadence that keep it running without me.
Own the planning cadence and executive reviews while you hire, or while the function is real but not yet big enough for a full-time executive.
A specific problem with a clear finish line, scoped and priced up front.
No open-ended retainers and no discovery phase that bills for three months before anything changes.
Thirty minutes, no charge. What is breaking, what you have already tried, and whether I am actually the right person for it.
A written statement of work with scope, deliverables, timeline, and price. What is out of scope is stated as plainly as what is in it.
A weekly cadence with your team, in your systems and your data. You see progress as it happens, not in a readout at the end.
Documentation, training, and a cadence your team runs without me. The measure is whether it still works six months later.
An operator who builds, embeds, and owns the result. The win is not the deliverable, it is the cadence still running six months later.
I have built and led planning and logistics teams across multiple geographies, with clear ownership, escalation paths, and a KPI cadence that holds without me in the room.
Run executive and board S&OP and supply reviews that translate demand, capacity, supplier commitments, and inventory into decisions on build plans, cash, and risk.
Align Finance, Commercial, Engineering, Manufacturing, and Operations around one executable plan that every function has actually signed up to.
NetSuite ERP, Databricks and SQL planning dashboards, and the operational visibility that replaces manual reporting with a plan people can trust.
The people I have worked alongside are the clearest signal of how I operate.
Paul is the kind of operator you hand something complex and trust to figure it out. He built our ops team from nothing, brought real structure without killing our speed, and just delivered. I never had to check his work. When things got hard, he got calmer. That's uncommon.
Paul is one of the most resourceful supply chain leaders I've worked with. He doesn't just execute, he thinks two steps ahead. We threw some of our hardest operational challenges at him and he consistently found a path through. He's the guy you want running the room when things get complicated.
Paul has an unusual combination of analytical sharpness and relationship skills. He managed a massive vendor portfolio and always knew where the leverage was. Suppliers respected him because he was fair, and our team trusted him because he always came prepared. I'd work with him again in a heartbeat.
I build and lead S&OP, demand and supply, MPS and CTB, capacity, material, inventory, and inbound logistics functions across global suppliers and contract manufacturers. My advantage is the combination of enterprise planning discipline and startup execution: I can build the S&OP process and the board reporting, hold a CM in Taiwan to a capacity commitment, work through clear-to-build constraints with Engineering, design an inbound freight network, and then build the team and cadence that sustain the result.
The journey from NPI to volume production is a minefield. Long-lead components, allocation, constrained supply, aggressive launch timelines against factory reality, and manufacturing partners across multiple time zones. I have navigated all of it, and that operational scar tissue shapes how I approach every plan.
I am open to full-time supply chain and logistics leadership roles, and to advisory and fractional engagements. If you are not sure which one fits, a short call usually sorts it out.
