Field Notes

Field notes

What the work looks like up close. Client names are left out on purpose. The numbers are real.

Proof of work

Showing 11 of 11

  • 1 to 2Product and systems · Fulfillment and operations

    Three weeks to seven days

    Order to delivery went from about three weeks to seven days.

    Client work · Food and grocery

  • 0 to 1Inventory and planning · Fulfillment and operations

    Four hubs, forty-five sites

    I owned the retail side of Amazon’s first multi-temperature grocery hubs.

    Amazon · Grocery

  • 1 to 2Returns and post-purchase · Fulfillment and operations

    The $4.50 return

    I owned return performance and cost. A drop-off went from $4.50 to $1.20.

    Amazon · Prime Wardrobe

  • 0 to 1Product and systems · Returns and post-purchase

    Intelligent Returns

    I led product development for the first product SAP’s retail cloud line shipped.

    SAP · Retail cloud

  • 1 to 2Returns and post-purchase · Fulfillment and operations

    Where is my order?

    Half as many “where is my order?” escalations through the holidays.

    Gorjana · Supply chain

  • 0 to 1Fulfillment and operations

    The fourth warehouse

    I helped launch 8 of Prime Now’s first 24 warehouses.

    Amazon · Prime Now

  • 1 to 2Finance and data

    The $50K definition

    About $50K of ad spend was hiding inside a number that was calculated wrong.

    Client work · D2C apparel

  • 1 to 2Finance and data

    Four brands, nine countries, one page

    I built the first business review that compared four brands and nine countries side by side.

    Nuna Baby · Global operations

  • 1 to 2Inventory and planning

    Lost in transit

    In-stock went from 50 to 60% up to more than 90%.

    Amazon · Inventory

  • 1 to 2Inventory and planning

    Eighty-five to ninety-two

    I owned in-stock for the Southwest and took it from 85% to over 92%.

    Amazon · Inventory

  • 0 to 1Product and systems

    Thirty percent of every sprint

    Technical debt went from 30 to 40% of every sprint to under 10%.

    SAP · Product

Things I keep seeing

I’m bad at hot takes (I don’t like disagreeing with people enough). So these are patterns instead.

Brands undervalue the return.

Most companies treat a return as a cost to shrink. It’s also the moment a customer decides whether to buy from you again. In the National Retail Federation’s 2025 survey, about 71% of shoppers said they’re less likely to shop with a retailer again after a poor returns experience, and 82% called free returns a major consideration before they buy.

I’ve watched it work from the inside twice. At Prime Wardrobe, a simpler return raised NPS about two points. At Gorjana, automating the returns flow meant fewer customers had to follow up with customer care about a return.

Survey: National Retail Federation and Happy Returns, 2025.

Retail is a sum of its parts.

Shoppers behave differently from one country to the next. The operational needs and the technical tenets underneath stay the same.

Elsewhere

Writing that lives somewhere else.

Stuck somewhere between order and cash?

Bring the messiest part. That’s usually where I’d start anyway.

I’ll tell you plainly if I’m the wrong person for it.