PC.

Paul Clarke

Operations &
Supply Chain Executive

I’ve spent most of my career walking into complicated operations, figuring out what isn’t working, and building a better way to run them.

My background spans national supply chain, transportation, logistics, multi-site operations and growing businesses. The environments have been different, but the work has usually been the same — build the right operating structure, develop strong leaders and make the business less dependent on any one person.

Supply Chain · Operations · Transportation · Transformation

View my work
Paul Clarke in a navy suit
$0MP&L Leadership
0M+Annual Pieces Managed
0%+Productivity Improvement
ProductivityIndexed
Baseline
100
Improved
140
$0M+Automation Deployment

About

I build, fix and
scale operations.

I’ve worked across operations at very different stages — launching new facilities, scaling growing networks, transforming mature operations and working through enterprise-level transportation problems.

More of the story +Close −

What changes is the scale and complexity.

What doesn’t change much is how I approach it.

Understand what’s actually happening. Build visibility around the things that matter. Make ownership clear. Develop people who can make good decisions without everything running through me. Then keep improving the system.

The goal isn’t just a better operation. It’s an operation that can keep getting better.

More about me

How I Operate

Simple operating principles.

  1. 01Diagnose

    Understand what’s actually happening before deciding what needs to change.

  2. 02Visibility

    Make the important parts of the operation easy to see — performance, cost, service, risk and exceptions.

  3. 03Ownership

    Make it clear who owns the outcome. Give leaders enough responsibility to actually make decisions.

  4. 04Execute

    Fix the problem without adding unnecessary process around it.

  5. 05Measure

    Figure out whether the change actually worked. If the numbers didn’t move, keep working the problem.

  6. 06Scale

    Build the process and the people around it so the improvement doesn’t depend on one person holding everything together.

The thinking behind it +Close −

Complex operations don’t always need more bureaucracy. Most of the time they need better visibility, clearer ownership and people who understand what they’re responsible for.

See it in the work

People

Building the Next Leader

The operation isn’t really scaled if everything still depends on you.

  1. 01See the Potential
  2. 02Teach the Business
  3. 03Give Ownership
  4. 04Coach the Gaps
  5. 05Step Back

Build the operation.
Develop the people who can run it.

Explore how I develop leaders

Operating Range

Build. Scale.
Transform. Enterprise.

01Build

Building From Zero

250K Sq. Ft.
Regional Operation Launched
98%+
On-Time Performance

Building the workflows, staffing, management routines and operating discipline needed to take a new operation from launch into stable execution.

02Scale

Building Capacity Without Losing Control

150K Sq. Ft.
Robotics-Enabled Greenfield Expansion
$4M+
Automation Deployment

Expanding physical and system capacity while keeping the existing operation moving.

03Transform

Making a Large Operation Run Better

40M
Annual Pieces
40%+
Productivity Improvement
25%
Lower Processing Cost

Improving labor, workflow, transportation and management visibility across a mature, high-volume operation.

04Enterprise

Solving Problems Across the Network

  • National Pharmaceutical Transportation
  • Cold-Chain Strategy
  • Carrier & Network Governance

Moving beyond individual sites and looking at how transportation, risk, service, cost and operating decisions work together across a larger system.

Different environments. Same fundamentals.

How the range connects +Close −

Understand the operation. Find what is limiting it. Build the system and leadership around what comes next.

Selected Work

The work,
up close.

Two flagship examples of how I approach complex operating problems.

01Transformation

High-Volume Logistics

Multi-site P&L leadership, automation, cost improvement and network performance across an operation processing approximately 40 million pieces annually.

ProductivityIndexed
Baseline
100
Improved
140
Processing costIndexed
Baseline
100
Reduced
75
$0M+Annualized systems savings
View case study
02Enterprise

Healthcare & Pharmaceutical Supply Chain

National transportation strategy inside a complex, regulated healthcare environment.

Network Strategy · Transportation · Carrier Performance · Pharmaceutical Distribution

View case study

Experience

Built from the
operation up.

Paul Clarke in a relaxed professional setting

Director — Supply Chain / Transportation

Major Integrated Healthcare Organization

Working across national transportation, carrier performance and regulated pharmaceutical distribution.

Director — Business Operations (Consultant)

Growth-Stage Entertainment Technology

Building operating structure around logistics, workforce, vendors, cost visibility and execution.

Senior General Manager — West Region Operations

International E-commerce Consolidator

Led a high-volume, multi-site logistics operation with full P&L responsibility across labor, transportation, automation and facilities. Improved productivity and unit economics while developing frontline supervisors and managers into larger operating roles.

Area Launch Manager

Fortune 5 Company

Launched and stabilized a large-scale logistics operation, building the workflows, staffing and management routines required for reliable execution.

Earlier career

Operations leadership across last-mile logistics, facilities, food distribution and high-growth service environments.

CredentialLean Six Sigma Green Belt
Full experience