Q1. Could you start by sharing your professional journey across logistics and retail, and how your experience in operations, warehousing, and distribution has shaped your approach to building efficient and resilient supply chains?

My professional journey has been a blend of logistics, retail operations, and leadership across diverse geographies and organizations, which has really shaped my approach to building efficient and resilient supply chains.

I began my career in logistics management with Singtel Trading, where I managed trading operations between Singapore and Dubai. That early exposure taught me how to balance supplier relationships, cost, and regulatory challenges — the fundamentals of supply chain agility.
I then joined Walmart India in Strategy and Planning, where I helped develop Walmart’s market entry strategy and built frameworks for supplier partnerships and local compliance. That experience deepened my understanding of scalability — how to design supply chains that can grow fast without losing efficiency.

After that, I spent several years with MANGO as Country Manager for Southeast Asia, leading retail expansion and setting up a new distribution center. It was an exciting challenge — optimizing inventory and forecasting accuracy while ensuring that every store met brand and customer experience standards.

Moving to Amazon, I led multiple areas across inbound, outbound, and last-mile logistics. Amazon really honed my operational discipline — using data, Lean and Six Sigma principles, and process innovation to drive continuous improvement. For example, we launched initiatives that improved sort accuracy and reduced damages by nearly half a million dollars annually.

Currently, at Sleep Country Canada, I oversee warehousing and distribution across several brands, managing both in-house and 3PL operations. My focus has been on enhancing productivity, safety, and sustainability — things like optimizing fleet utilization, implementing standardized safety protocols, and driving programs that reduced non-deliveries by 8% and property damage by 22%.

All these experiences have shaped how I view supply chains — not just as operational networks, but as living systems that must be data-driven, people-focused, and resilient. I believe resilience comes from empowering teams, leveraging technology, and continuously improving processes so that we’re always ready for change — whether it’s market shifts, disruptions, or evolving customer expectations.

 

Q2. Technology  is reshaping logistics through automation, data analytics, and AI. From your experience leading large-scale operations, how do you see digital tools — such as fleet management systems, WMS, and AI-driven analytics — redefining productivity and decision-making in supply chain operations?

Technology has really become the backbone of modern logistics. From what I’ve seen leading large-scale operations, tools like WMS, telematics, and AI analytics are changing how we think about both productivity and decision-making.

At Sleep Country, for example, we use fleet management systems to track vehicle performance, maintenance history, and utilization in real time. That’s helped reduce breakdowns and improve delivery reliability. When you combine that data with telematics and dashboards, you can make proactive decisions — not just react to issues after they happen.

Similarly, implementing a robust warehouse management system allows you to optimize storage, picking routes, and labor planning — and when you overlay analytics or machine learning, it moves from efficiency to foresight. You can start predicting bottlenecks, adjusting labor in advance, and managing inventory more dynamically.

At Amazon, I saw this at scale — AI and data models driving everything from staffing decisions to quality control, allowing leaders to manage by insight instead of instinct.

So, for me, digital tools don’t just make operations faster; they make them smarter and more resilient. The real value is when data turns into action — when frontline teams and leaders can see the story behind the numbers and make better, quicker decisions. That’s where technology truly redefines productivity.

 

Q3. You’ve implemented initiatives that reduced idle time and improved fleet efficiency. How do you view the intersection of operational excellence and environmental sustainability in modern logistics, and what practical steps can organizations take to align both objectives?

I actually see operational excellence and sustainability as two sides of the same coin. When operations run efficiently — fewer empty miles, less idle time, optimized routes — you’re not just saving cost and time, you’re directly cutting emissions and fuel waste.

At Sleep Country, for instance, we used fleet management data to reduce vehicle downtime and optimize utilization. That led to fewer breakdowns, more efficient routing, and a measurable drop in fuel consumption. The same metrics that drive productivity also end up improving our environmental footprint.
The key, I think, is to embed sustainability into everyday operational decisions — not treat it as a separate initiative. That means maintaining vehicles proactively, planning smarter routes, training drivers on eco-driving practices, and collaborating with 3PLs to use newer, more fuel-efficient trucks.

Looking ahead, as technology like AI and telematics continue to evolve, organizations can move toward predictive analytics for route optimization and even gradual fleet electrification.

True operational excellence today isn’t just about speed and cost — it’s about building supply chains that are efficient, responsible, and future-ready.

 

Q4. Having worked with Lean Six Sigma and Kaizen principles, what strategies have you found most effective for fostering a culture of continuous improvement across multi-site teams, especially in high-volume, time-sensitive environments?

From my experience, the real key to embedding continuous improvement across multiple sites is making it part of the daily rhythm — not a one-off project.

At Amazon, where I first worked deeply with Lean and Kaizen, we used simple, consistent rituals — daily Gemba walks, visual boards, and tiered meetings — to make improvement part of every shift. It gave teams ownership over identifying and solving problems quickly, even in high-volume environments.

At Sleep Country, I’ve carried that forward. We use metrics dashboards and weekly performance reviews where supervisors and frontline teams look at trends, identify small process gaps, and implement quick wins. When people see their ideas turning into visible improvements — reduced errors, faster turnarounds — it builds momentum.

Another big factor is leader behavior. If leaders model curiosity, celebrate small improvements, and treat mistakes as learning opportunities, that’s when the culture really sticks.

So, for me, the most effective strategy is combining structured processes — like Kaizen events and Lean tools — with empowerment and recognition. That’s what sustains continuous improvement, especially when you’re managing high-velocity, multi-site operations.

 

Q5. In large operations environments, success often depends on frontline engagement and leadership development. How have you approached workforce planning, training, and motivation to enhance both performance and retention?

In large-scale operations, frontline teams really make or break performance. I’ve always believed that engagement, development, and structure are the three pillars of workforce success.

At Sleep Country, for example, I lead teams across multiple DCs, so I focus on clear workforce planning — aligning headcount and scheduling with volume forecasts to avoid burnout during peaks and keep productivity consistent.

Then comes training and development. We built structured onboarding and cross-training programs so associates understand not just their role, but how their work connects to the customer experience. That sense of purpose really drives ownership.

Motivation, in my view, comes from visibility and recognition. Simple things like weekly performance dashboards, celebrating top performers, and involving teams in problem-solving go a long way. When people see that their ideas lead to better results, it builds pride and reduces turnover.

At Amazon, I saw how powerful that can be — when you invest in developing frontline leaders, you create a multiplier effect. They drive engagement, uphold standards, and sustain improvement long after the initiative ends.

My approach has always been to blend data-driven planning with a people-first culture — because if you take care of the people and the process, the performance follows.

 

Q6. With the growing emphasis on analytics and KPIs in operations management, what metrics do you consider most critical for balancing cost, efficiency, and service quality across distributed networks?

With the amount of data that we have today, the real skill is knowing which metrics actually drive the right behaviors.

For me, I focus on a balanced scorecard approach — combining cost, efficiency, and service metrics so we don’t optimize one at the expense of another.

From a cost and efficiency standpoint, key KPIs are things like cost per delivery or per unit handled, labor productivity, truck utilization, and pick accuracy. Those help ensure we’re operating lean while still meeting volume demands.

On the service side, I look closely at on-time delivery rate, order accuracy, and damage or return rates — because that’s where the customer feels the difference. At Sleep Country, for example, improving non-delivery and damage metrics not only cut costs but also lifted customer satisfaction scores.

And increasingly, predictive analytics is helping tie these together — using WMS or telematics data to anticipate bottlenecks, balance workloads, and plan labor more precisely.

So, I’d say the most critical thing isn’t just tracking KPIs, but creating visibility and accountability around them — where every level of the team understands how their daily actions impact cost, efficiency, and service. That’s when metrics become a tool for better decision-making, not just reporting.

 

Q7. From a leadership perspective, how can organizations leverage operational excellence as a competitive advantage — not just for cost efficiency, but as a driver of long-term value creation, customer trust, and brand differentiation?

I think the real evolution in operations today is recognizing that operational excellence isn’t just about saving cost — it’s about building trust and brand value.

When customers get consistent, reliable experiences — orders on time, products in perfect condition, issues resolved quickly — that builds confidence in the brand. And behind that consistency is operational discipline: strong processes, empowered teams, and a culture that always looks for a better way.

At Sleep Country, for instance, we improved delivery reliability and reduced damages through process standardization and better fleet management. Those operational wins translated directly into stronger customer satisfaction and repeat business — that’s long-term value creation.

The same applies to employee engagement. When teams see that operational excellence is about pride and professionalism, not just metrics, it drives retention and performance.

So, from a leadership standpoint, I see operational excellence as a strategic differentiator. It’s about using data, technology, and people development together to deliver experiences that competitors can’t easily replicate. Ultimately, it turns operations from a cost center into a brand enabler — one that supports growth, sustainability, and customer loyalty over the long term.