I have been fortunate to mentor a lot of people in my career. More often than not the common theme that I find is that the person doesn't know their value. They lack confidence because of years of being told that they are not enough, not given the chance to show they are more, and they start accepting the value placed on them.

Let's be blunt - if you do not know your own value, the world will discount you. Not out of ill intent but out of convenience.

When you underestimate yourself - you carry teams without credit - you fix problems in the shadows - you accept roles that are not challenging - you let the loudest voice (not the smartest voice) speak for you.

When you recognize your worth - game over! You stop chasing the approval of others - you stop over-explaining your competence - you stop accepting being tolerated instead of being valued.

Knowing your value doesn't make you arrogant. It makes you accurate! It sharpens your standards - forces people to rise to your level - it establishes the criteria for your decisions.

Power doesn't come when others validate you. It shows up when you validate yourself!

Early in my career, blame was important to me.

If something went wrong, I wanted to know who did it. I wanted to know why they did. I'd march them into my office. I'd tear them down. I'd add another meeting. I'd add a meeting about the meeting. I'd undermine them in the meeting. I'd add a new SOP. I'd add another person to watch over them. I'd make sarcastic comments - "I know that you are not going to do xxx again, are you?" I gave out blame medals like Oprah gave out cars - You get blame! You get blame! Everyone gets blame!

And then I woke up! I was playing the role of victim when in fact I cast myself as a jackass. I would give anything to go back and correct my ways! But instead I'm left with this post (after having apologized to those people a long time ago).

What I learned was that while I was busy assigning blame, my team was updating resumes; they no longer trusted; they stopped communicating; they were giving up on me the way that I gave up on them.

It was when I Founded my first business that I woke up. I learned that leadership is not theater. It's not using time on what went wrong. It's instead about overcoming challenges, solving problems, teaching others how to do the same, motivating the team, saying thank you for what they did right and coaching on what could be improved. It was about being the leader that my team needed when things did fall apart. The person that rushed to help. That fixed things. And that gave a high five when we course corrected.

The best leaders don't weaponize accountability- they build trust.

“So what do you do for a living?”
“Oh, you know… I ship boxes.”

I've given the same answer for years. I ship boxes. Sometimes pallets. Sometimes truckloads. Sometimes containers. But for the most part - I ship boxes. And I LOVE shipping them too. It doesn't matter what is in them or their size or their shape. (btw...one of my talents is the ability to make a box from a sheet of cardboard in under a minute).

The long version?
I manage a complex supply chain, calm chaos disguised as “last-minute customer requests,” and somehow turn trucks, warehouses, and spreadsheets into happy customers.

“I ship boxes” really means:
I solve problems no one sees.
I connect systems that don’t want to talk to each other.
I make sure your favorite brand actually shows up when you click “Buy Now.”

Because behind every marketing campaign, every DTC drop, every retail launch - someone somewhere is literally just trying to make sure the box ships.

So yeah, I ship boxes. But those boxes? They keep the business alive.

Do you know someone else that just ships boxes? Tag them in the comments!

When people think about sales growth in foodservice, they usually picture the front line - account managers, customer relationships, and menu placements. But the real growth engine often starts behind the scenes - in operations.

Strong operations can make or break the foodservice channel. The reasons are quite simple - reliability builds trust, flexibility wins deals, and transparency creates alignment.

Seasonal surges can turn a “maybe” into a “yes.” Communication on stock position and planning is a must. Distributors and operators remember the brands that deliver on time, in full, and without surprises.

Tight inventory turns, optimized routing, and reduced waste keep costs low - freeing up investment for innovation and customer programs.

Clear communication between supply chain, customer service, and sales builds confidence - internally and externally.

Foodservice success isn’t just about selling - it’s about executing flawlessly once the order is won. When operations and sales work as one team, customers notice. That’s how you move from being a vendor to being a trusted partner.

Several times a week, year round, I review weather forecasts. I'm looking at hurricane trackers, extreme temperature, tornado alerts, flood warnings, wild fire reports, winter storm warnings, highway closings, and anything else that could cause disruption.

It’s amazing how a little rain, snow, or heat wave can remind us who’s really in charge of the supply chain. We’ve got AI, machine learning, and predictive analytics - but one storm front, and suddenly we’re back to spreadsheets and phone calls.

Weather doesn’t care about your service level agreements. It doesn’t care about your quarterly targets. It just tests how resilient your operation really is. How fast you can respond and shift your best intentions.

Technology helps, but adaptability wins. There's no substitute for experience. Because in this business, it’s not about predicting the storm - it’s about building a team that can still deliver in the middle of it.

It’s easy to spot the reactionary leader. They live in firefighting mode - always fixing symptoms instead of causes. When inventory runs short, they chase a vendor. When a truck is late, they chase the carrier. When costs rise, they chase the buyer.

But the real leader steps back and asks, “Why does this keep happening?” Reactionary leaders solve today’s crisis. Transformational leaders solve the system that caused it. Progress doesn’t come from panic - it comes from patterns.

"But What Do I Know?"

Early in my career, I'd use this phrase with the utmost sarcasm attached to it. The boss that overstepped just a little to far into an area that I was the subject matter expert in. It was my coping mechanism. It was more of a statement of - "you hired me to do a job that I'm good at and then micro-manage the tasks in a way that slows progress. But what do I know?"

As my career progressed, I realized that it was more of an arrogance on my part to think that I knew the answers - to not take the thoughts of another - or to discount the experiences that others had. "I've seen this 100 times and you think you know better? But what do I know?"

That self-reflection led to a change in me. Or perhaps I had matured (or likely not but perhaps I am a bit wiser). Sometimes I share a perspective and then catch myself thinking, “But what do I know?” The truth is - that phrase has power. It’s a reminder to stay humble, stay curious, and to keep learning. It's part of my own process of looking at challenges, situations, experiences with a fresh set of eyes. To flip the conventional on its head. To lean on what I know but look for what I do not. None of us have all the answers. We just have experiences, lessons, and scars that shape how we see the world.

So here’s to sharing ideas - not because we’re certain, but because we care enough to keep the conversation going. But what do I know?

In the world of CPG and retail, compliance doesn’t usually make headlines until something goes wrong. Yet it’s one of the most important factors that separates brands that thrive from those that struggle to stay on the shelf.

Compliance today goes far beyond just labeling and packaging. It’s about:

- On-time, in-full (OTIF) performance - meeting retailer scorecards consistently.

- Accurate data - clean product specs, GTIN accuracy, and EDI alignment.

- Packaging and sustainability standards - as retailers push for greener supply chains.

- Regulatory readiness - from USDA, FDA and FTC updates to state-specific requirements.

For brands, the challenge is that every retailer and sometimes every category - plays by a slightly different set of rules. And that means success depends on discipline and visibility across the supply chain. The best CPG teams treat compliance as a strategic capability, not a box to check. They invest in the right systems, build strong retail partnerships, and make compliance part of their brand promise.

In today’s retail environment, compliance isn’t just about avoiding chargebacks - it’s about protecting relationships, reputation, and revenue.

During my career, I have witnessed incredible leadership at all levels of organizations. From a forklift operator averting a warehouse crisis to customer service team members advocating for the voice of the customer to the operations manager meeting his team where they were most effectively influenced. I'd argue that influence is a key component of leadership. Influence isn’t about titles - it’s about trust.

Some of the most effective people I’ve ever worked with didn’t have formal authority. They didn’t manage big teams or have an executive title. But they knew how to influence. They asked the right questions. They listened before they spoke. They built relationships across the organization - and earned trust one conversation at a time.

Influencing without authority is a quiet skill that drives real progress. It’s what moves projects forward when resources are tight, priorities compete, and everyone’s pulling in different directions. Because people don’t follow job titles - they follow people they trust.

If you can communicate clearly, show consistency, and connect genuinely, your influence will reach far beyond your role.

The best supply chains don’t just move products - they create customer success stories. Behind every on-time delivery, every accurately filled order, and every proactive communication sits a team quietly shaping the customer experience.

Supply chain isn’t just about logistics, planning, or cost efficiency - it’s about trust. It’s about ensuring that when a customer makes a promise to their end user, we make sure they can keep it.

When operations are aligned with customer needs, every decision - from sourcing to final mile - becomes a reflection of how much we value that relationship. At the end of the day, customer success is built on operational excellence. And operational excellence is built on people who understand that their daily actions ripple all the way to the customer’s experience.

Supply chain isn’t behind the scenes - it’s the backbone of customer success.

We’re conditioned to keep going. Push harder. Do more. Stay strong. It’s how most of us are wired - especially in leadership or high-performance environments.

Psychologically, it makes sense. Our brains crave control and predictability. “Doing” gives us both. Stopping feels like losing momentum, or worse, losing purpose.

But here’s the truth: not everything that keeps us busy is moving us forward.
Sometimes what looks like resilience is actually resistance - to rest, to change, to letting go.

The hardest skill I’ve learned isn’t endurance. It’s the discipline to stop. To say no. To stop overextending. To stop fixing what’s already run its course. To stop chasing things that no longer align with who I’m becoming or where I'm going. Because when we stop the noise, the nervous system settles. Clarity returns. And space opens for what’s actually next.

Stopping isn’t weakness - it’s wisdom. It’s understanding that progress isn’t just about motion - it’s about direction.

A friend reminded me that I had not posted in a while. He asked if I had run out of things to say. If you know me - that's never the case. It's just that working in a fast growing startup is intense. The creativity needed to solve challenges and support a team that needs fast responses and quick resolutions tends to zap that creativity. And now we are in Q4 - the time when all of our planning is supposed to make things easier. But the reality is that Q4 in supply chain and startups hits differently. I'll do my best to get back to posting regularly. For now - here is what is on my mind.

When you’re supporting DTC, foodservice, and CPG all at once - it’s controlled chaos. Forecasts shift. Orders spike. Trucks get delayed. And somehow, the product still has to arrive on time and in full.

This time of year, it’s less about perfect plans and more about problem solving in real time. Pulling the rabbit out of the hat time and time again (except in many cases the ask is to pull an elephant out of a hat). And this is where true professionals thrive. Year of experience means that we don’t panic - we pivot. We communicate fast, make decisions faster, and somehow find a way to keep everything (and everyone) moving forward. And we do it all without broadcasting to the world that we pulled off another miracle. Not because we do not want to but because we are already onto the next request for an elephant.

There’s a certain adrenaline that comes with it. The long days, the last-minute carrier calls, the scramble to fill a foodservice order while DTC sales are climbing — it’s a grind, but it’s also what makes this field so rewarding.

Q4 reminds me that supply chain isn’t just about logistics - it’s about resilience, creativity, and teamwork under pressure.

To everyone out there keeping products moving during the busiest stretch of the year - I see you. You’re the unsung heroes of every brand.