Global delivery economics$25M
A quality failure reframed as a network-value problem.
A legacy labor model under-allocated pre-route and post-route work. Dispatch slipped, rescue activity increased, and driver retention suffered—yet the issue continued to be treated as field execution rather than a planning defect.
Time-motion studies across 15+ station archetypesA financial bridge linking planning error to dispatch, defects, rescue cost, and retentionThe business case rebuilt through three ownership transitionsVP-level approval and embedding into the standing planning cycle
validated annual cost avoidance
Measurement integrity1,200 bps
A 44% reporting gap exposed and corrected.
A removed accountability metric and blanket exemptions had created a 44% gap between reported and actual execution. Leadership was making network allocation decisions on distorted signals without knowing it.
Audited completion, quality, compliance, exemption, and classification logicQuantified a 1,200 bps hidden degradation between reported and actual performanceDesigned tiered weather governance and corrected measurement logicRebuilt trust directly with delivery partners after the correction
hidden degradation quantified
Peak surge readiness92%+
Record volume absorbed without incremental headcount.
A historic fleet transition, weather volatility, record volume, and a headcount freeze created a peak-season problem that could not be solved by adding analysts or managers.
Built AI-assisted defect attribution and executive reportingSeparated structural root causes from behavioral execution gapsTargeted coaching across 290 delivery partnersHardened routing, fleet, and weather governance for the following peak
service compliance