Operations + People + Technology

Hi, I’m Andy.

I’m an operations leader, entrepreneur, problem solver, and unapologetic tech nerd.

I’ve spent my career building businesses, leading teams, opening locations, solving operational problems, and learning how great organizations work from the ground up.

OperatorEntrepreneurLeaderBuilderProblem Solver
Relaxed, approachable, professional
Easy to work with
Builds solutions
LEADERSHIPOPERATIONSLOGISTICSTECHNOLOGYENTREPRENEURSHIPCONTINUOUS IMPROVEMENTLEADERSHIPOPERATIONSLOGISTICSTECHNOLOGY
My story

I’ve always been a builder.

Long before I worked in large-scale retail and warehouse operations, I was building businesses of my own.

I helped grow Alabama Precious Metals through the challenge of opening multiple locations and building the processes needed to support that growth. Later, I built Ram Tail from the ground up—taking an idea and turning it into a successful operating business.

Those experiences taught me lessons that are hard to learn from a textbook: how to make decisions when the answer isn’t obvious, how to earn trust, how to manage people and resources, and how small operational choices can have a major impact.

Over the past five years, I’ve added another perspective by working inside one of the world’s most operationally disciplined retailers, gaining hands-on experience in both retail store operations and warehouse operations.

“I’m at my best when there’s a complicated problem in front of me, a team that needs direction, or a process everyone knows could work better.”
01EntrepreneurBuilt and operated businesses
02Multi-location operatorOpened and scaled locations
03Retail operationsFront-line execution and leadership
04Warehouse + logisticsHigh-volume operational leadership

What I bring

A practical mix of leadership, business sense, and technology.

01

Operations Leadership

Leading teams, managing changing priorities, improving execution, and keeping the bigger operational picture in view.

02

Entrepreneurial Thinking

I’ve had my own money, reputation, customers, employees, and decisions on the line. That changes how you think about cost, speed, ownership, and accountability.

03

Technology + Operations

I understand workflows well enough to spot friction—and technology well enough to prototype tools that make the work simpler.

04

Creative Problem Solving

I don’t stop at identifying what’s broken. My next question is usually, “Okay, how do we fix it?”

Things I’ve built

I like solving operational problems with practical tools.

These examples are intentionally anonymized. They represent the kinds of systems, workflows, and dashboards I’ve designed to make real-world operations easier to manage.

INTERNAL OPERATIONS TOOL

QR Equipment Tracking System

The problem: Equipment moves through multiple departments and can become difficult to locate, track, or maintain.

What I built: A mobile-first QR inventory system that records identity, location, department, status, and scan history.

Workflow DesignQR CodesDatabaseMobile UX
OPERATIONS VISIBILITY

Live Operations Dashboard

The problem: Important operational information was spread across several tools and screens.

What I built: A centralized dashboard combining live status, workflow tools, alerts, and key information into one interface.

DashboardsWeb AppsReal-time DataDecision Support
LOGISTICS WORKFLOW

Load & Run Management Tools

The problem: Fast-paced loading environments require clear, simple visibility into status, assignments, and exceptions.

What I built: Lightweight digital tools for tracking runs, loading progress, exceptions, and handoffs across a shift.

LogisticsProcess DesignFront-line UXAutomation
PROCESS IMPROVEMENT

Operational Logs & Reporting

The problem: Paper notes and scattered spreadsheets make trend analysis and accountability difficult.

What I built: Searchable digital logs with structured data, timestamps, exports, filters, and history designed around the real workflow.

ReportingData CaptureSearchProcess Improvement

How my brain works

I usually start by asking one question: “Why are we doing it this way?”

1

Notice friction

Find the repetitive, confusing, slow, or manual part of the process.

2

Understand the work

Talk to the people actually doing it and learn what matters in the real world.

3

Simplify the problem

Separate what is truly necessary from what is just “how we’ve always done it.”

4

Build something

Sometimes it’s a process. Sometimes it’s training. Sometimes it’s software.

5

Improve it

Watch people use it, listen, adjust, and keep making it more useful.

Lead calmly.Good teams do better work when expectations are clear and the environment is steady.
Stay curious.I like understanding how systems work—and why they fail.
Make it useful.The best solution is the one people will actually use.

Outside of work

I’m curious by nature. That doesn’t really turn off at 5:00.

Fishing The Gulf Coast

A lot of time around the water, weather, and the outdoors.

Weather Photo

Weather

Part hobby. Part obsession.

Maps / GIS Photo

Maps & Geography

I like understanding why things happen where they do.

Tech Photo

Technology

Servers, networking, Linux, web apps, hardware, and figuring out things I probably don’t technically need to figure out.

History Photo

History

Especially Gulf Coast and Alabama history.

The traditional version

Need the résumé?

You can download the full PDF version here.

Download résumé PDF

Let’s talk

I’m looking for my next opportunity to lead, improve, and build.

If you’re hiring for an Operations Supervisor, Logistics Manager, Warehouse Operations Manager, or a role where strong operations leadership and technical curiosity are an advantage, I’d like to hear from you.

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