3PL & Fulfillment
Networks of DCs, cross-docks, and carriers engineered so service, cost-to-serve, and working capital move in the same direction.

Atelier Operations embeds seasoned executive leadership into growing organizations — to transform operations, strengthen supply chains, accelerate profitable growth, and prepare businesses for their next stage of scale.

Johanna has carried more than $300 million in revenue under direct operating leadership — as CEO, Chief Transformation Officer, and global supply chain executive, including senior leadership at Amazon across manufacturing, distribution, and fulfillment networks spanning four continents. She has led 25+ enterprise transformations, restructuring complex organizations, standing up the weekly operating cadences that hold decisions to the P&L, and developing the executive teams that sustain the results.
She works most often with private equity, publicly traded, founder-led, and growth-stage companies — the point where the value-creation plan meets the operating plan and the gap between them becomes expensive.
Atelier Operations is the private practice that followed — an executive office for CEOs, boards, and investors who prefer an operator across the table over a deck across the table.
Anonymized outcomes from in-seat executive engagements. Each one represents a real mandate, a defined timeline, and a measurable change in enterprise value.
A portfolio company with margin compression across a multi-plant footprint and working capital trapped in inventory.
Operating turnaround. Rebuilt the S&OP cadence, consolidated suppliers, and reset the plant-floor operating model to the value-creation plan.
A founder-led distributor with a fragmented global network and landed cost erosion in key markets.
End-to-end supply chain transformation. Rationalized the network, renegotiated lanes, and installed weekly P&L accountability by region.
A growth-stage platform preparing for exit with no formal operating cadence and leadership gaps below the C-suite.
Fractional CEO operating partnership. Installed the executive operating system, rebuilt the leadership bench, and ran the board cadence through exit.
Different seat, same standard. Fractional seat. Operating partnership. Every path leads to one deliverable: a stronger business, measured in enterprise value.
Runs the enterprise on a defined cadence. Direction, decisions, and P&L accountability until the permanent seat is right.
Owns the operating cadence week to week. Throughput, service, and working capital moved on plan.
Translates the value-creation plan into an operating plan. Milestones tracked to the investment thesis.
Redesigns plan, source, make, and deliver across the network. Landed cost and service both improving, not trading off.
Builds the three-year operating plan behind the growth plan. Capacity, footprint, and organization sequenced to enterprise value.
Models where to make, hold, and ship product. Landed cost and service reliability simultaneously improved.
Engineers DCs, 3PLs, and D2C fulfillment to demand. Cost-to-serve down, order-to-cash cycle shorter.
Installs daily management and standard work across plants. OEE, yield, and cost improving on the same cadence.
Builds category strategy and supplier leverage. Total cost down and working capital released from payables.
Re-engineers mode, lane, and carrier decisions to network reality. Freight cost reduced without service degradation.
Sequences ERP, WMS, TMS, and planning to the operating plan. Systems that actually adopt and pay back.
Puts forecasting, planning, and quality use cases into production. Measurable movement in throughput, service, or cost.
Takes the seat and stabilizes cash and service in 90 days. Restructured cost base and a credible plan for lenders.
Sequences capacity, systems, and organization ahead of demand. Unit economics protected as revenue scales.
Runs synergy capture, footprint, and org decisions inside 200 days. One operating model by day 200, not two.
Develops the directors, VPs, and plant leaders who carry the number. Succession clarity and retention of the operators the business needs.
One-to-one coaching for CEOs, COOs, and GMs on the decisions that move the business. Measurable movement in the executive's own KPIs.
Independent operator perspective in the boardroom. Executive team held to the plan they signed; operating risks surfaced early.

Where complexity is the job, not the exception. Six industries where we've carried the P&L, run the plants, and stood up the networks — the ground our operating perspective is built on.
Networks of DCs, cross-docks, and carriers engineered so service, cost-to-serve, and working capital move in the same direction.
Omnichannel operating models that hold margin as orders, SKUs, and channels multiply — from store replenishment to direct-to-consumer fulfillment.
Operational discipline that protects the brand promise — quality, availability, and provenance held to the standard the price point demands.
Print, digital, and licensing operations tuned for slim margins and unforgiving release cadences — from print runs to platform delivery.
Multi-site plant and network operations where throughput, quality, and cost are engineered to compound rather than trade off.
Firm operations — utilization, delivery, and the operating cadence that turns partner ambition into a scalable practice.
01◆Not a consultant. An executive who has carried the number.
02◆Leadership that sets tempo across the enterprise.
03◆Multi-site, multi-continent operating experience.
04◆Measured against the outcomes on the operating plan.
05◆Inside the business, not adjacent to it.
06◆Strategy delivered — not slide-deep.
Aggregated across 15+ years of enterprise operating engagements and current portfolio partnerships.
A practitioner's view on where AI, supply chain, and operating discipline converge — and what leaders should do next.

Where the leverage actually lives — and how operators are quietly compounding it while everyone else is still writing memos.

Designing for resilience without surrendering unit economics.

A first conversation is confidential and unhurried — the goal is to understand the mandate, not to sell an engagement.