A Decision-Holding Conversation Before Commitments Lock In
This call is for leaders who are approaching an inventory or operational decision that will be difficult to undo.
Hold the Decision Before It Hardens
If you are within 30–90 days of a significant inventory, purchasing, or operational commitment, this is the right moment to talk.
What Leaders Say After the Conversation
Sharon has sharp strategic thinking and a gift for turning complex problems into clear, practical solutions. She reads financial reports quickly and spots patterns, opportunities, and potential issues that others might miss, turning insights into actionable strategies.
She connects dots across departments, blending high-level analysis with hands-on problem-solving. Her ability to notice hidden details and identify root causes instead of just surface issues makes her invaluable.
Sharon communicates clearly and makes complicated topics easy to understand, helping teams work toward shared goals. I’m confident those strengths contribute greatly to helping businesses improve operations and financial performance.
I highly recommend working with Sharon if you want someone who can bring corporate experience to your business. She has a remarkable depth of understanding regarding inventory analysis, controls, and optimization.
Sharon also understands how inventory translates to cash and cash flow. She is a great match for inventory-based businesses and has great experience with internet-based resellers.
Sharon asks great, detailed questions to understand and analyze every situation.
At a point where inventory levels looked acceptable on paper, but capital exposure was quietly increasing. Decisions were being justified by historical assumptions rather than current operational reality.
Sharon helped us surface where inventory was becoming non-working before the next cycle of commitments was locked in. By correcting how inventory was classified, measured, and acted on, we reduced non-working inventory from 8.5% to 5%.
More importantly, leadership regained confidence that inventory decisions were grounded in reality, not just reconciled reports. The clarity she brought changed how we evaluated risk before approving future commitments.”