Build the operating system behind the revenue.
The assignment
Take an early-stage apparel and promotional-products operation and build enough operating discipline for it to serve customers consistently, protect margin, expand production capability, and grow.
Starting condition
An underbuilt operating environment needed workflows, production controls, vendor relationships, estimating discipline, customer process, quality standards, and daily accountability.
System built
Created end-to-end processes covering customer intake, artwork review, estimating, sourcing, scheduling, production, fulfillment, communication, quality control, and issue resolution.
Production planning spanned DTF, screen printing, embroidery, dye sublimation, vinyl, white toner printing, and promotional products.
Margin work
Improved profitability through tighter estimating, pricing, purchasing, production planning, job flow, vendor decisions, and quality standards. The operating goal was not simply “more sales”—it was better revenue.
Leadership
Connected board priorities, customer needs, production capacity, vendors, staff, creative services, and business development while training the team on standards, workflow discipline, and customer expectations.
Result
The operation grew to $300K+ in annual revenue and improved operational profitability 200%. More important for this portfolio: the work demonstrates that I can build the systems underneath creative production, not only participate in the creative output.