Operations Advisory • Value Creation

Operations advisory that delivers results.

Hands-on operating support for private equity sponsors, portfolio companies and middle-market businesses. From rapid assessment through execution, Carpe Advisory helps leaders stabilize performance, unlock value and build momentum.

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How Carpe Advisory Helps

From diagnosis through execution.

Senior operations capacity is deployed around the business need, not a predetermined consulting model. Every engagement is led directly by the principal, not handed off to junior staff. Engagements can be short diagnostic assignments, project-based transformation work, or embedded interim and fractional leadership.

01 • ASSESS

Operational Assessments

Rapidly identify performance gaps, root causes, risks, priorities and a practical action plan with measurable value opportunities. The result is a clear view of what needs attention, what can wait, and where management should focus first.

02 • IMPROVE

Transformation & Performance Improvement

Turn identified opportunities into measurable improvement. Carpe Advisory works alongside your team to improve throughput, service, inventory, cost and working capital while strengthening the operating disciplines needed to sustain the gains.

03 • LEAD

Interim & Fractional Operations Leadership

Experienced operating leadership when you need additional capacity, focused execution, or a bridge to your next permanent leader. Support can take the form of an interim role or fractional leadership, tailored to the level of support your business actually needs.

04 • EXECUTE

Client-Requested Operations Support

Important operational work your team recognizes needs to get done but may not have the time or resources to tackle. Examples include PMO support, SOPs, item masters, time studies, role clarity, inventory analysis, network flow and other client-specific projects.

A Practical Operating Model

From assessment to action.

The objective is not a report. It is measurable operational improvement, clear ownership and routines that continue after the engagement.

DIEM

Diagnose

Understand what is happening, why it is happening, and what is getting in the way of better performance.

SUCCESSUM

Prioritize

Separate what matters most from what can wait, then establish clear priorities, ownership and expected outcomes.

VALOR

Execute

Work alongside your team to turn priorities into action, solve problems and keep important initiatives moving.

MOMENTUM

Sustain

Build the accountability, KPIs and operating routines needed to make improvements stick after the engagement ends.

Selected Experience

Built around measurable outcomes.

Representative results from operating and advisory assignments across manufacturing, distribution, supply chain and portfolio-company environments.

What would a 10–15% operating improvement mean for your bottom line? Even 5% changes the math.

+60%Sustained throughput improvement during an interim manufacturing leadership engagement.
5 → 10Pharma cold-chain service center network expansion across the Americas.
+33%Sustained weekly revenue improvement during an interim manufacturing leadership engagement.
$4.8MAnnual savings from an inventory and flow reset across three facilities for a $200M textiles recycler.
Founder & Principal

Andrew D. Schwartz

Carpe Advisory combines consulting discipline with hands-on operating experience. Andrew has led operations and supply-chain functions inside businesses and advised companies across manufacturing, distribution, logistics and private-equity-backed environments.

His advisory work includes operational assessments, interim leadership, inventory and procurement improvement, network optimization, PMO governance and performance transformation. Earlier in his career, Andrew held hands-on leadership roles across manufacturing, distribution and supply chain operations.

Supply Chain & Operations
Interim Leadership
Value Creation
Inventory & Working Capital
PMO / Execution Governance
Fractional COO Support
“Every client’s needs are unique. I won’t force you into a sterile, prepackaged playbook.”
Andrew D. Schwartz, Founder & Principal

Carpe Advisory is designed for situations where leadership needs an experienced operator who can assess quickly, work alongside the team and help get important work done without adding permanent overhead.

Selected Client Impact

Case Studies

Four examples of Andrew’s work helping operators stabilize performance, improve flow and build stronger operating disciplines.

Aluminum Trailer Manufacturer
ALUMINUM TRAILER MANUFACTURER

Interim Leadership. Real Results.

Interim plant leadership stabilized an underperforming operation and rebuilt shop-floor execution during a management transition.

+60%Sustained throughput
~26%Monthly revenue lift
ApproachDaily production goals, visible accountability, structured rework tracking and clearer leadership expectations.
ImpactHigher output, improved revenue and a more disciplined, self-sufficient operation.

Challenge: Following a leadership departure, daily output had fallen, supervisors lacked clear direction and the operation relied heavily on overtime.

Key actions: Established priorities and roles, implemented daily production tracking, introduced root-cause problem solving and improved communication across production, maintenance, quality and materials.

Results: Daily throughput improved 60%, monthly revenue increased approximately 26%, overtime reliance declined and shop-floor accountability improved.

Shed Manufacturer
SHED MANUFACTURER

Stabilizing Operations. Delivering Results.

Interim plant leadership stabilized the operation, protected customer commitments and developed an internal successor.

+33%Sustained weekly revenue
100%On-time deliveries
ApproachVisible daily goals, line accountability, rework tracking, delivery coordination and hands-on coaching.
ImpactHigher weekly revenue, no missed customer commitments and successful internal succession.

Challenge: The plant was between managers, customer delivery commitments had to be protected and no internal successor had been named.

Key actions: Ran day-to-day operations, set production goals by line, implemented structured rework and delivery coordination, and coached the strongest internal candidate.

Results: Weekly revenue rose from approximately $317K to $422K, throughput improved 35–42%, customer commitments were met and an internal leader moved into the permanent plant-manager role.

Pharma Cold-Chain Service Network
PHARMA COLD-CHAIN SERVICE NETWORK

Scaling a Service Network to Support Rapid Growth

The Americas service network expanded to meet accelerating demand while improving capacity, reliability and operating scale.

5 → 10Service centers
60K → 235KPrimary facility SF
ApproachExpanded network coverage, transitioned a key 3PL operation, added conditioning capacity and scaled the team.
ImpactA larger, faster and more capable Americas network positioned to support continued customer growth.

Challenge: Clinical-trial growth, new customers and pandemic-driven demand outpaced capacity while service disruptions and quality inconsistencies constrained growth.

Key actions: Opened five additional service centers, moved a key California operation closer to customers, expanded the primary facility and added room-scale conditioning and same-day return processing.

Results: The network doubled to 10 service centers, primary-facility capacity grew from 60K to 235K sq. ft., and the Americas team scaled from 18 to approximately 100.

Textiles Recycling Manufacturer
TEXTILES RECYCLING MANUFACTURER

Simpler Flow. Lower Inventory. Higher Returns.

A three-facility inventory and flow reset converted excess material and handling waste into measurable annual value.

~58%Inventory reduction
$4.8MAnnual run-rate savings
ApproachAligned priorities, shifted push to pull, right-sized processing and attacked specific sources of waste.
ImpactLower inventory, less double handling, sharply reduced storage requirements and improved operational stability.

Challenge: Raw-material inventory had climbed to 4.3M lbs., tying up working capital and requiring significant outside storage while three facilities operated independently.

Key actions: Aligned leadership, redesigned flow around actual demand, right-sized initial processing and used structured waste walks to identify and remove operating waste.

Results: Inventory fell approximately 58%, storage trailers dropped from 90 to 15 and the changes generated approximately $4.8M in annual run-rate savings.

Seize Opportunity. Create Enduring Value.

What operating challenge needs attention?

Start with a focused conversation about the business need, urgency and the value at stake.

aschwartz@carpeadvisory.com 317.450.0577 LinkedIn