Work / Supply Chain Transformation

Supply Chain Transformation

Enterprise delivery

National QSR — Restaurant management platform

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 and was running on a fragmented stack of legacy restaurant systems with poor real-time supply chain and inventory visibility. Stakes were high: a large distributed field operations org and many stakeholders across operations, IT, procurement, and executive sponsorship. Operators on the ground didn't have a unified view of inventory, supply-chain forecasting, or operational data — so decisions defaulted to the highest-confidence-sounding source in the room rather than truth.

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

QSR supply-chain transformation programs of this scale fail more often than they ship. The reasons are almost always organizational: too many parallel vendor agendas, executive scope creep, missing decision logs, "single pane of glass" framing that becomes a Trojan horse for re-litigating every legacy system at once. The job of the PM here is to absorb that complexity at the program layer so the delivery teams can ship — and to keep the operator experience the north star when stakeholder politics try to move it.