A 90-day hands-on engagement. Sam Mustatea embedded in your operation two to three days per week, executing the changes an audit identified. Not a PowerPoint deck. Not a quarterly review. Real implementation, with the operations director on the inside and the consultant on the floor.
There's a lot of warehouse consultancy that calls itself transformation. Most of it is decks, frameworks, and quarterly reviews. This isn't that. The structure below makes the difference explicit.
The shape of the engagement is the same regardless of starting condition. The work within each phase is tailored to your specific findings.
Quick wins from the audit get executed. Shift handovers tightened. Critical bottlenecks unblocked. KPI dashboards rebuilt so leadership can see what's actually happening. Most operations see measurable improvement inside the first 30 days — not because the deep work is done, but because the obvious dysfunction is removed.
The bigger items from the audit are tackled — slotting redesigned, shift structures revised, goods-in flow rebuilt. This is the most intensive phase because it's the work that takes weeks to implement, not days. Sam is on-site more often during this phase. The operation may feel less smooth before it feels better.
The final phase is about embedding the new operating model so it survives Sam leaving. Documentation is built. Supervisors are taking ownership without prompting. The improvement cadence is running on its own. By Day 90, your team owns the operation, and the only Sam-shaped hole left is the strategic one — which is what the retainer is for, if useful.
Sam in your warehouse, with your team, executing the work. Travel and accommodation inclusive for UK sites; overseas engagements quoted upfront.
A standing review with you (and any leaders you want present) covering progress, blockers, and decisions needed. Same time every week, no slippage.
Sam coaches your shift supervisors and team leaders in their actual work — not in a training room. The goal is for them to own the operating model by Day 90.
A written report at the end of each phase. What's been implemented, what's pending, what's blocked, with named owners. Suitable for sharing with your board if needed.
For urgent issues — escalations from your team, decisions that can't wait, surprises during the working week. Reasonable, not unlimited.
By the end of Phase 3, your operating model is documented to the level a new operations director could pick it up. The handover pack is yours regardless of what happens after.
The engagement runs 90 days. The fee is a fixed monthly retainer, invoiced at the start of each month. There's no day rate, no expense surcharges for UK travel, no hourly billing surprises.
This isn't a subscription you can pause. Transformation is high-intensity work that creates dependencies between phases. Pausing or terminating mid-engagement breaks the operating model before it's finished. The 90-day commitment is a feature, not a constraint.
A short form below covering your situation, what needs transforming, timing, and internal context. I'll review within 24 working hours and respond either with a proposal call or an honest "this isn't the right fit and here's what is."
A 60-minute call to confirm scope, agree the operating rhythm, and finalise the engagement letter. If an audit hasn't been done yet, we'll discuss whether to run it as Day 0 of the engagement or as a separate piece first.
Once the agreement is signed and the first month's invoice is paid, Day 1 is set. Most engagements begin within 4 weeks of enquiry — sometimes faster if your situation is urgent and the fit is clear.
Begin enquiry
A short structured enquiry — about 10 questions, 5 minutes. The questions help me understand whether the programme is the right next step, and what a sensible proposal call would cover.