Revitalizing a Challenging Warehouse Environment
I first learned about this company while attending a St. Louis City SC soccer game. During a casual conversation about my professional background, someone mentioned knowing a business that might need my assistance. Intrigued, I conducted some research and decided to reach out, eventually scheduling an interview and warehouse tour with the COO. When we stepped onto the warehouse floor, I realized this would be my most challenging project yet. The facility faced considerable hurdles: inventory had not been counted in over a decade, storage practices were haphazard at best, and basic safety requirements were unaddressed. Additionally, the tension between warehouse and sales staff was palpable, commercial vehicles were out of compliance, and employee areas were in a state of disrepair. Yet, despite these difficulties, I discovered a handful of employees with genuine talent and ambition, especially within the receiving team. This core group’s dedication encouraged me to believe that positive change was possible.
After concluding my previous position, I accepted the offer of employment. On my first day, I focused on observing the operation and identifying priorities. Almost immediately, I encountered a critical customer retention issue involving a prominent local restaurant chain. A long-time client was ready to take his business elsewhere due to a series of incorrect shipments. I took personal responsibility for this situation, driving the correct product to the customer and introducing myself as the new manager. We discussed my plans for improvement, and he was impressed enough to remain a customer. This experience set the tone: personalized service, direct communication, and a willingness to address problems head-on would become central to the turnaround effort.
Safety and Clear Expectations
Before tackling the larger organizational and structural issues, I began with the foundation of any good operation: safety. I called an all-hands department meeting—something that had never been done before—to outline my initial priorities. Fire safety needed to be improved, vehicle maintenance brought up to date, and hazards that could lead to product falls or collapses had to be eliminated. I also introduced a basic attendance policy and professional conduct expectations. By giving every employee my personal contact information and encouraging open communication, I signaled that their input mattered. Mutual trust and transparent dialogue would be essential as we moved forward.
With safety initiatives underway, I shifted my attention to the equipment installation department. This area could have been a major profit center, but it was losing money due to damages, missed deadlines, and weak communication. Although few in this department welcomed change initially, a reorganization and clear delineation of responsibilities turned the tide. With a dedicated manager in place and new staff trained in proper procedures, the department’s performance improved significantly. Sales staff, who previously voiced frustration, began praising the department’s work to the company owner—an encouraging sign that progress was being recognized.
A Cleaner Work Environment
My next priority was organization. The warehouse shelves were crammed with a mixture of sellable goods and accumulated waste. Each week, we filled a 40-cubic-yard dumpster, clearing space and creating a more logical setup. During these intensive cleanings, obvious product groupings were identified and consolidated, while outdated or defunct items were set aside for later evaluation. As the equipment department stabilized, I delegated more responsibilities to its manager, enabling the systematic processing of returns and other neglected tasks.
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After
Around this time, upper management and the owner decided to implement a new warehouse management system, NetSuite, to replace the old, unstable system. While this introduced fresh challenges, it was ultimately necessary to handle the warehouse’s evolving complexity. Working closely with the IT department, we managed a smooth transition to NetSuite without disrupting daily operations. With the new system in place, product locations could be recorded accurately. As we continued reorganizing and optimizing, we integrated these changes into the system, gradually bringing the warehouse closer to a point where a full inventory count could finally be completed.
In parallel, I increased the responsibilities of the shipping and receiving manager to encompass order fulfillment and local delivery. He worked closely with the operations manager to divide roles and identify pinch points. This realignment stabilized order fulfillment and allowed me to assign a top-performing employee to handle special projects directly under my guidance. Having a reliable resource dedicated to high-impact tasks meant that we could address complex issues more swiftly, further enhancing productivity.
Before
After
Large Scale Reorganization
With basic shelf integrity restored, safety standards met, and vehicle issues resolved, we began a large-scale reorganization effort to pave the way for the first accurate inventory count in over a decade. This systematic approach expanded beyond the first floor to the basement and upper floors. Areas were condensed, dedicated packing and shipping stations established, and product categories repositioned to facilitate growth and reduce confusion. Clearance aisles moved slow-moving or damaged items closer to the sales floor, while marketing efforts encouraged customers to take advantage of these deals. Long-neglected paid-for product was finally delivered, boosting customer satisfaction and trust in our renewed operation. The showroom, with the assistance of the front desk team, was reorganized to reflect accurate inventory and create a more inviting space.
Throughout this process, the workload was intense, yet results were encouraging. Even as we dedicated extra labor to cleanup, system integration, and ongoing improvements, order fulfillment rates rose, damages declined, and morale improved among both employees and customers. The combination of strategic leadership, employee engagement, careful implementation of new systems, and a willingness to embrace change allowed the warehouse to transform from a struggling operation into a more organized, efficient, and forward-looking environment.
