The story behind RevXray
I served as Managing Director of a product company with operations that mirror what distributors do every day: forecasting demand, managing inventory across multiple warehouses, optimizing stock levels, and trying to balance service levels against working capital.
We sourced products, stored them in our warehouses, and delivered to customers. The inventory challenges were: too much cash tied up in stock, constant tension between sales wanting everything available and finance wanting lean inventory, and an ERP system full of data that nobody could actually use.
I've carried full P&L responsibility for that business and for multiple business units. As a board member, I've had to explain why inventory was up 20% while sales were flat. I know the pressure.
Our ERP had everything: years of sales history, detailed stock movements, supplier lead times, customer order patterns. All the data needed to optimize inventory was sitting right there.
But there was no way to read it. No way to turn it into actionable insights. The standard reports showed what happened, not what to do about it. We were flying blind with a cockpit full of instruments we couldn't interpret.
"We had millions in excess inventory, but no one could tell us which SKUs to cut without risking stockouts."
So I built my own tools. Combining my operational experience with data analysis and programming, I created systems that could finally make sense of the data. The results in the first year saved us millions.
I've always known that most companies with significant inventory face the same fundamental challenge: the data usually exists in the ERP, but turning it into actionable insights is hard. Some companies figure it out, but many don't.
RevXray is built on my combined experience: the operational reality of running a business like yours, and the technical capability to extract insights from your data. No lengthy implementations. No generic recommendations. Just clear, actionable analysis from someone who has actually managed inventory at scale.
Managing Director with full P&L responsibility. Experience on both executive and non-executive boards.
Fully responsible for sales organizations. I understand the sales side: the pressure to have stock available, the customer promises, and why "just reduce inventory" is never that simple.
Hands-on experience managing warehouse operations, distribution logistics, and product development. I know the operational realities.
Deep expertise in data analysis and programming. Built custom analytics tools that delivered measurable results.
Inventory sits at the intersection of sales, operations, supply chain, and finance. I've worked across all these functions and understand how they need to work together.
Ready to see what's hiding in your inventory data?
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