Identified the absence of a modern B2B ordering platform as a critical business gap — then owned the problem from definition through to delivery. Designed the architecture, wrote 80% of the initial code, and led the platform to production: a full integration between a legacy FoxPro ERP and a modern API stack (Node.js, Flutter, GCP, Cloud Run, Firebase). Replicated complex customer-specific and contract pricing logic, implemented CI/CD pipelines, containerisation, and cloud deployment — with no prior template to follow.
As the platform scaled, I transitioned into full engineering leadership: hired and managed a team of 5 engineers and 3 marketing & ecommerce specialists, owning hiring, performance management, and exits. Responsible for roadmap, architecture decisions, and delivery end-to-end. Currently leading the build-out of a data warehouse and automated marketing pipeline on top of the platform.
Spotted a fundamental data management issue with the product catalogue and took full ownership of the fix: moved all product listings online, enforced structured data requirements (ingredients, imagery, lifecycle standards) before activation, and recategorised the entire SKU base from scratch. This wasn't a delegated project — it was a problem I identified, scoped, planned, and executed, validating results through improved reporting clarity, discoverability, and working capital utilisation.
Expanded the product range by 350+ SKUs through data-driven buying strategy, competitor analysis, and active supplier negotiation. The 350 new lines have generated $3.2M in additional revenue since August 2025, delivering a gross profit of $320K. Currently leading an initiative to double the range from 1,000 to 2,000 SKUs by end of 2026. Identified and led a supplier direct-delivery restructure that cut internal branch deliveries by 50% — a cross-departmental initiative involving problem definition, stakeholder alignment, root cause analysis, and full execution ownership. Own departmental budget and contribute to leadership-level commercial planning.
Set up and maintained mail servers, shared mailboxes, and internal collaboration systems across departments. Deployed IoT sensor solutions across multiple branches and implemented open-source tooling to prevent unnecessary IT spend. Identified catalogue inefficiencies and broken internal workflows across people, processes, and systems — which became the catalyst for every transformation that followed.