When to Call Us
You don't need to know the answer. Just recognize the signals.
Most people wait too long. Not because they miss the signals, but because they're
unsure if the situation warrants outside involvement.
Here's how to think about it: If the cost of being wrong is material, if timelines
are compressed, or if leadership needs confidence in the path forward, that's when
to call.
You don't need a crisis. You need a situation where execution accountability matters.
Before Things Break
You're planning change. Timeline is still flexible. Decisions haven't been locked in. This is ideal timing for engagement.
Upcoming Go-Live with Uncertainty
WMS, TMS, or ERP implementation planned within 6-18 months. Plan looks good on paper, but you're uncertain if it will survive contact with operations.
M&A Activity Creating Risk
Acquisition, carve-out, or consolidation planned. Operational integration complexity is high. Need diligence or Day-1 readiness planning.
Vendor Selection in Progress
Evaluating WMS, TMS, or technology vendors. Internal team lacks depth on implementation reality. Need independent validation of vendor claims.
Executive Sponsor Concerned
Leadership has approved budget but wants confidence before committing. Need independent assessment of readiness or risk.
Timeline Pressure Creating Shortcuts
Implementation timeline is aggressive. Team is skipping steps or making assumptions that worry you. Need validation before it's too late.
3PL Transition or Network Change
Planning logistics provider change or distribution network consolidation. Need cutover planning and risk mitigation.
Prevention is cheaper than recovery. Most problems are visible early if someone is looking. Early engagement gives you the full range of options: adjust scope, change vendors, modify timeline, or proceed with confidence. Once you're mid-execution, your options narrow.
When Things Aren't Landing
System is live or implementation is underway. Performance isn't meeting expectations. Not a crisis yet, but trending the wrong direction.
KPIs Declining Post-Implementation
System went live, but performance is below baseline or target. On-time shipments down, errors up, throughput below plan. Team says "it will stabilize" but isn't.
Vendor Confidence Slipping
Integrator or vendor seems less confident than before. Commitments are getting vaguer. Issues aren't getting resolved as quickly. Finger-pointing starting.
Workarounds Becoming Permanent
"Temporary" fixes are still in place weeks later. Manual processes increasing. System bypasses growing. Team has lost confidence in the plan.
Timeline Slipping Repeatedly
Go-live date has moved multiple times. Each delay comes with new reasons. Leadership is losing confidence in the timeline or the team.
Team Firefighting Constantly
Operations team in constant reactive mode. No time for root cause analysis. Fixing symptoms but problems keep returning. Burnout setting in.
Something Feels Off
Can't articulate exactly what's wrong, but instinct says this isn't going well. Trust your instinct. It's usually right.
Performance drift compounds. What starts as a small gap becomes a large problem. Customer confidence erodes. Team morale drops. Early intervention prevents escalation. The longer you wait, the more expensive recovery becomes.
When It's Escalated
Situation has reached leadership, board, or customer level. Pressure is high. Speed matters.
Board or Investor Involvement
Performance issues have reached board level. Investors asking questions. Need rapid assessment and credibility restoration.
Customer Complaints Escalating
Major customers calling executives directly. Service failures creating commercial risk. Relationships at stake.
Leadership Directly Involved
CEO or COO now in daily meetings about this. Other priorities on hold. Need containment and path forward quickly.
"We Need Independent Eyes"
Leadership has lost confidence in current answers. Need objective assessment of what's actually happening and what to do.
Personnel Changes Under Discussion
Talk of replacing project lead, vendor, or internal team. Need to understand if that's the right answer or if something else will fix it.
Financial Impact Becoming Material
Costs mounting, revenue at risk, penalties accruing. CFO involved. Need rapid stabilization and cost containment.
At this stage, it's about containment and credibility restoration as much as fixing the problem. Speed is critical. Leadership needs confidence that someone accountable is handling it. Delay compounds damage to relationships, reputation, and financials.
How to Decide If You Should Call
Still not sure?
Start with a conversation. We'll discuss your situation, what's at stake, and whether
external support makes sense.
No RFPs. No pressure. No sales theater.
Sometimes the answer is "you're fine, here's what to watch for." Sometimes it's
"you need help now." We'll tell you what we see.
If You're Reading This, You're Probably Ready to Talk
The fact that you're here, reading this page, means you're asking the right questions. Let's have the conversation.
Tell Us What You're Dealing With