Supply Chain Transformation

Work / Supply Chain Transformation

Enterprise delivery

National QSR · Restaurant management platform

Flat illustration: stacked boxes and a warehouse consolidating into one dashboard panel

Senior PM-led delivery on a national QSR operator's internal restaurant management platform: a single pane of glass consolidating multiple legacy systems across the chain.

Supply Chain Transformation: National QSR operator

Senior PM-led delivery on a unified restaurant operations platform consolidating multiple legacy systems for a national QSR operator's locations. Multi-vendor program with real-time supply-chain visibility as the headline outcome.

Situation

The client operates a large national QSR footprint. The program set out to give restaurant operators one current view of inventory, supply-chain forecasting, and operational data, in place of several separate legacy systems. Stakes were high: a large distributed field operations org and many stakeholders across operations, IT, procurement, and executive sponsorship.

What I led

Product delivery of the client's internal restaurant management platform: a "single pane of glass" consolidating multiple legacy restaurant systems into one operator-facing surface.

Discovery with operations, IT, and executive stakeholders; mapped enterprise requirements and security/compliance constraints into a phased delivery roadmap

Cross-functional program leadership across a large team spanning design, engineering, operations, vendor partners, and client teams

Roadmap and sequencing that respected enterprise constraints (security, compliance, integration) while still landing operator value early

Sustainable handoff: docs, training, and processes so the client owns long-term adoption without the consultancy in the loop

Outcomes

Shipped a unified dashboard giving operators real-time visibility into inventory, supply-chain forecasting, and operational data

Established the operating model (documentation, training, and processes) for long-term adoption inside the operator's organization

Measured via operator adoption, reduced manual steps, improved supply-chain decision-making, and fewer stock-out surprises

Why this engagement mattered

Transformation programs of this scale are hard to land, and the reasons are usually organizational rather than technical. Any program with many vendors and many legacy systems needs clear ownership, a decision log, and a firm scope, or "single pane of glass" turns into re-litigating every system at once. The job of the PM is to absorb that complexity at the program layer so the delivery teams can ship, and to keep the operator experience as the north star.