Most operational problems are not software problems. They are business problems that eventually show up in the numbers. I’ve spent 20+ years inside manufacturing operations working through planning failures, inventory issues, weak controls, bad data, broken handoffs, and the daily friction that quietly drains cash, margin, and trust across a business. What I’ve seen repeatedly: Inaccurate BOMs driving bad planning. Inventory nobody fully trusts. Engineering, purchasing, production, service, and accounting all working from different versions of reality. Leaders trying to make important decisions without clear visibility into what is actually happening inside the business. That is when workarounds take over. Firefighting becomes normal. Cash gets tied up. Margins get thinner. Confidence in the operation starts to erode. I work with owners, CFOs, COOs, and operating leaders to help them see clearly what is actually broken, where the risk is coming from, and what needs to change to restore control, visibility, and decision confidence. No software agenda. No implementation agenda. No sales pitch. Just lived experience inside the kind of operational problems that affect performance, cash flow, and growth. This industry was part of my life long before it became my profession, which gives me a practical understanding of manufacturing that is hard to fake and even harder to replace. If this sounds familiar, we should talk.