The Challenge

Scaling operations across multiple geographies is rarely about opening buildings - it’s about creating consistency at speed.

Across several roles, I was responsible for launching corporate owned, 3PL and 4PL operations nationwide, supporting diverse customer requirements including pallet-in/pallet-out, case pick, piece pick, e-commerce, vendor-managed inventory, and marketplace fulfillment.

The challenge wasn’t growth itself - it was ensuring that every new location delivered:

• Consistent service levels

• Accurate inventory and reporting

• Predictable financial performance

• A scalable operating model that didn’t rely on heroics

Each new site increased complexity, risk, and cost if not executed with discipline.

The Constraints

• Multiple customers with different service profiles

• Tight go-live timelines driven by commercial commitments

• Labor variability by market

• Facility, systems, and carrier differences by region

• Zero tolerance for service degradation during launch

There was no room for “we’ll fix it later.”

The Approach

Rather than treating each launch as a one-off, I built a repeatable site-launch playbook focused on three pillars: people, process, and performance.

1. Standardized the Operating Model

• Defined core workflows that applied across all sites

• Established consistent SOPs for receiving, storage, picking, packing, shipping, and inventory control

• Designed layouts and material flows that could flex by volume, not reinvent operations

2. Built the Right Leadership Structure

• Identified and developed on-site leadership early

• Clarified decision rights between corporate and site teams

• Embedded accountability through clear KPIs tied to service, cost, and accuracy

3. Controlled the Launch Timeline

• Sequenced go-lives to protect existing operations

• Used phased ramps rather than “big bang” cutovers

• Validated readiness through checklists, dry runs, and volume testing

4. Aligned Systems and Data

• Ensured WMS/OMS configurations were standardized before go-live

• Established consistent reporting and inventory integrity practices

• Created early warning indicators for service and cost drift

The Execution

Using this approach, I successfully launched operations across more than a dozen U.S. markets, including:

Olean, NY; Erie, PA; Scranton, PA; Dunmore, PA; Altoona, PA; Las Vegas, NV; Reno, NV; Ontario, CA; Rancho Cucamonga, CA; San Bernadino, CA; Carson, CA;
Augusta, GA; Atlanta, GA; Lexington, NC; Haslet, TX; Valmeyer, IL, Portland, OR; Forest Grove, OR

Each site followed the same core model while allowing for local labor, customer mix, and facility differences.

The Results

• Predictable go-lives with minimal service disruption

• Consistent inventory accuracy and KPI reporting across locations

• Faster time-to-stability for new sites

• Scalable foundation supporting both growth-stage companies and enterprise clients

Most importantly, the model allowed the organization to expand geographically without expanding chaos.

The Key Lesson

Multi-site expansion fails when companies scale locations instead of systems.

The work that matters most happens before the doors open:

• Clear expectations

• Standardized processes

• Strong local leadership

• Metrics that tell the truth early

When those are in place, growth becomes repeatable - not risky.