I started at TLF Apparel in April 2021 through a friend's referral, beginning as a warehouse associate on the fulfillment floor. My days were spent in the heart of operations: picking sales orders using Zebra handheld scanners that pulled directly from Oracle NetSuite, our central ERP system. Every morning brought a queue of orders that needed to be fulfilled. I'd scan product barcodes, navigate warehouse aisles, and build each shipment piece by piece. Once picked, orders moved to the packing station where I'd process them through ShipStation, printing labels and packing slips, selecting the right box sizes, and prepping parcels for carrier pickup. The final step was staging everything on the conveyor belt system, where packages would get sorted and loaded onto FedEx, UPS, and USPS trucks.
What started as hands-on warehouse work quickly evolved into something more analytical by September 2021. I realized I wanted to contribute beyond just picking and packing, so I spoke up and offered to take on additional responsibilities, even though I didn't fully know the tools yet. I began learning Excel on the fly and quickly got involved in reporting and analysis. My role expanded into monitoring warehouse performance metrics, auditing FedEx shipping timeframes to ensure SLA compliance, and creating detailed shipping analysis reports that broke down what TLF was paying carriers versus what we charged customers, highlighting our actual profit margins on fulfillment. I also started tracking inventory turnover rates to identify slow-moving products and supported redistribution strategies across TLF's South Florida region. This initiative-taking marked my transition from hands-on warehouse operations to playing a crucial role in the operational and analytical side of distribution, setting the foundation for everything that would follow in my career.
That operator experience is the foundation of my advisory work today. I evaluate supply chain and enterprise systems as someone who has picked the orders, built the KPIs, and owned the outcomes, and the results below are the proof.
Six key initiatives that shaped TLF's warehouse efficiency and operational strategy during my tenure as Supply Chain Business Analyst.
Analyzed carrier bills and order data to find packages and lanes that cost more than expected in TLF's global direct‑to‑consumer model. Compared customer charge vs. actual carrier cost to surface margin leakage and prioritize fixes.
View Project →
Built a Friday management report for operational visibility: warehouse efficiency, orders per week, and weekly revenue checkpoints used in the recurring manager meeting.
View Project →
Created turnover views to flag slow‑moving and deadstock items. Used outputs to support the TLF Color Run distribution plan and local redistribution efforts.
View Project →
Transitioned from single‑order to multi‑order picking in NetSuite WMS to reduce travel time and increase pick efficiency. Documented configuration and updated floor SOPs.
View Project →
Designed a new warehouse dashboard and conducted Q1 2022 organizational analysis for real-time operational intelligence. Shifted from static reporting to live performance tracking.
View Project →
Developed and documented the complete distribution operations workflow through comprehensive flowchart mapping. Created the first full visualization of inventory movement and identified operational bottlenecks.
View Project →Highlights and moments from my time as Supply Chain Business Analyst at TLF Apparel.
