Numbers we can stand behind.

Every ticket meant research across systems: which channel, which order, which policy, which remedy — then documenting it and later mining the pile for recurring product, packaging and carrier issues. The cost wasn't ticket volume. It was the manual work behind every ticket.

A custom platform built around the client's real policies, channels and escalation rules. It reads incoming customer mail, identifies the channel and the reason for contact, pulls the order, applies channel-specific policy, resolves within approval limits and escalates what genuinely needs human judgment. Every interaction is logged as structured data — contact reason, channel, order, item, carrier, lot, cost, resolution — feeding a live analysis view by platform, product, lot and financial impact. A claims workflow turns qualifying damage reports into carrier claims using the facts already captured, so recovery stops depending on someone remembering to file.

Every PO created a chain of downstream requirements — inventory, allocation, packaging, labels, receiving, deductions, reconciliation. The account had become reactive: too many emergencies, too much manual checking, and heavy dependence on one person's institutional knowledge.

A structured PO workflow from purchase order through receiving, reconciliation and payment, with controls at the points where money is usually lost. Packaging and labeling treated as operational controls, since a label mistake becomes a deduction. An investigation process that separates vendor errors from Amazon errors by reconstructing what physically shipped against what Amazon received — including a high-risk Andon incident where a potential inventory write-off became a documented escalation instead of an accepted loss.

Operating knowledge lived in emails, calls and individual employees. The same process ran differently depending on the facility, the person and the day — producing wrong shipments, label mistakes, orders shipping after cancellation, and 10–15 hours a week of management firefighting.

The warehouse operation mapped from order creation to shipment completion, then converted into SOPs written against the actual screens employees use — not policy documents in a folder. Channel-specific workflows for Amazon, Walmart, DTC and wholesale; packaging as a fulfillment control; a cancellation procedure that confirms fulfillment actually stopped; defined escalation rules for what falls outside normal parameters.