Your data says you're fine. Your floor says you're bleeding cash.
I bridge the gap—turning trapped data into operational flow using the high-velocity logic I learned where Time = Death.
20+ years across perishables, restaurants, and manufacturing. I've stood on both sides: the analyst's screen and the production line that can't stop.
You're a mid-sized operation. You don't need a $200K software implementation.
Beautiful dashboards about last month's failures. Nothing that prevents tomorrow's disasters.
They've never walked your floor, never felt the panic of a line shutdown, never experienced a dinner rush where one missing ingredient kills service.
"Buy more software" is their only answer. Another system that requires 6 months of implementation and an IT team you don't have.
Inventory isn't just data. It's Space, Time, and Money in Motion.
If it isn't moving, it's costing you—in carrying costs, obsolescence risk, wasted floor space, and opportunity cost.
And while you're paying to store parts you'll never use, you're expediting rush orders for the parts you need right now.
I don't come from an accounting firm. I come from the loading dock, the kitchen line, and the service coordinator's desk.
Most analysts see your inventory from one angle: the data. They've never:
I've lived on both sides—the spreadsheet AND the floor.
That's the gap I bridge.
In flowers and food, Time = Death. A rose that doesn't sell today is garbage tomorrow. I treat your industrial parts with that same urgency.
Most analysts treat your parts like rocks. I treat them like roses.
In professional kitchens, you learn mise en place or you die: everything in its place, zero wasted movement, total readiness.
I don't just fix your data—I fix your physical flow.
I've been the Service Coordinator. I've felt the pain of a technician waiting while the "right part" is supposedly "in stock" but nobody can find it.
I align your inventory to the actual behavior of your field team.
I achieved a world-record 12.4% cross-merchandising rate at IKEA by understanding flow patterns, not just sales data.
I bring that same velocity thinking to your warehouse.
| THE DATA ANALYST (Standard) | THE FLOOR-TO-DATA BRIDGE (Klee) |
|---|---|
| Sees only the Screen | Has walked the Floor + Screen |
| Reports what happened | Fixes what's happening now |
| Treats parts like Static Assets | Treats parts like Perishable Potential |
| Recommends software | Redesigns workflow |
| Focuses on Accuracy (Is the count right?) | Focuses on Velocity (Is the money moving?) |
| Works from Theory (Supply chain best practices) | Works from Experience (20+ years of "the line can't stop") |
The difference: Most analysts have never stood on a line that can't stop. I did. Every day for 20 years.
I don't just give you reports. I give you systems that work in the real world, where your team is moving fast and things break.
Choose your starting point based on where you are:
"We know we have a problem, but don't know where to start."
A clear roadmap to recover your first $10K-$50K in trapped cash. No fluff. No 50-page reports. Just the 3 things to fix first.
"We need to stop firefighting and build a real system."
Weeks 1-3: Deep Diagnostic
Weeks 4-8: System Build + Implementation
Weeks 9-12: Training + Monitoring
"We fixed it. Now keep it fixed."
Your inventory stays "fresh" and your cash stays liquid. Think of it as preventive maintenance for your inventory system—cheaper than fixing disasters after they happen.
Before I was an Inventory Analyst for Konecranes, I was a Floral Sales Manager.
I learned that if you don't move the roses today, they are garbage tomorrow. There's no "let's analyze this next quarter." The market decides in real-time: sell or spoil.
Later, at IKEA and in high-volume restaurants, I realized that industrial inventory is just a slow-motion version of a kitchen.
Most analysts never learn this because they never stand on a line that can't stop.
I did. Every day for 20 years.
Then I moved into manufacturing and service coordination. I became the person looking at the data AND coordinating with the floor.
I saw the disconnect:
Nobody was bridging the gap between what the data said and what operations needed.
That's when I realized: Companies have plenty of data, but no one who understands the Physics of the Floor.
I bridge that gap.
Your parts aren't roses. But they're wilting just the same.
Every day a component sits untouched, it costs you in:
Meanwhile, the parts you actually need are on backorder because your reorder points were set by someone who's never walked your floor.
I find those disconnects. And I fix them.
— Jacob Klee, Founder
You've read this far. You already know your inventory is a problem.
The question isn't "Should I fix this?"
The question is: "How much is waiting going to cost me today?"
10 Questions. 30 Minutes. Zero Pressure.
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