CargoSphere is often positioned as a contract management tool or a centralized rate repository. And in many organizations, that’s exactly how it’s used. Contracts are loaded. Rates become searchable. Pricing feels more organized. On the surface, things improve. Where I see challenges emerge is what happens after the contracts are in the system. Digitizing aContinue reading “CargoSphere Doesn’t Replace Contract Understanding — It Exposes the Gaps”
Category Archives: Uncategorized
If Your Data Is Debated in Meetings, You Have a Governance Problem
When leaders say they have a “data problem,” what they usually mean is this: The numbers don’t agree.The reports don’t match.And no one trusts which version is right. That is not a reporting issue.It’s a data governance failure. Here’s the pattern I see repeatedly. Operations, Sales, and Finance are all looking at the same activityContinue reading “If Your Data Is Debated in Meetings, You Have a Governance Problem”
Customer Exceptions Are Not Customer Service — They’re a Control Failure
Last week I wrote about how most systems don’t fail — leadership stops protecting them. Customer exceptions are one of the clearest ways that erosion shows up. In supply chain, customer service has long been positioned as a key differentiator — alongside technology. The belief runs deep: anyone can move your freight, but we doContinue reading “Customer Exceptions Are Not Customer Service — They’re a Control Failure”
Closing Out My Second Year as a Solopreneur — and Learning to Slow Down
I’m closing out my full second year as a solopreneur. I’m also a single parent.Divorced.Raising a child who needs just a bit extra from the world — and from me. I’ve always been a hard-working, type-A, go-go-go kind of person. That identity served me well for a long time. But this year didn’t gently suggestContinue reading “Closing Out My Second Year as a Solopreneur — and Learning to Slow Down”
Finance Doesn’t Create Clarity — It Reveals Whether It Already Exists
When leaders say, “We need better data,” what they often mean is, “The numbers aren’t giving us the answers we want.” So Finance gets asked to fix it: But here’s the uncomfortable truth: Finance doesn’t create clarity.It exposes whether clarity already exists. Let me give a very real example. Do you know how many conversationsContinue reading “Finance Doesn’t Create Clarity — It Reveals Whether It Already Exists”
Most Systems Don’t Fail — Leadership Just Stops Protecting Them
Every time a system “fails,” the conversation usually goes something like this: “It’s too rigid.”“It doesn’t really fit how we work.”“We’ll just do this one thing outside the system.” And slowly — almost invisibly — the system becomes the problem. It often starts with good intentions. We have Customer X and Customer Y who “don’tContinue reading “Most Systems Don’t Fail — Leadership Just Stops Protecting Them”
Leadership, Control, and Ego
When High Standards Quietly Turn Into Control I’m writing this from personal experience. I was the high achiever with internal standards so high that I believed only I could get it right.Only I could lead the team the “right” way.Only I could protect outcomes. At the time, I thought this was excellence.Drive.Responsibility. But experience —Continue reading “Leadership, Control, and Ego”
Systems + Money
The Most Expensive Work in Your Organization Is the Cost You Can’t Monetize This is a pervasive issue in organizations — and one of the hardest to confront. Because you can’t easily monetize it.You can’t point to a clean line on your P&L. But it’s there. It lives in the “temporary” way of doing things.Continue reading “Systems + Money”
Power, Avoidance, and Comfort
If You’re Leading Change, Accountability Is the Part You Can’t Skip In the world of change, we spend a lot of time talking about how uncomfortable change can be. And that’s true — but it’s incomplete. Most people want change.What they struggle with is the cost of change. That cost shows up first as theContinue reading “Power, Avoidance, and Comfort”
The Middle Manager Dilemma: Expected to Deliver Change With No Real Power
And Why Most Companies Set Them Up to Fail Let’s talk about one of the biggest leadership blind spots in business today: Middle managers are expected to be the engines of change… without being given the authority, information, or organizational support to actually make change happen. It’s the corporate equivalent of saying: “Drive the car.ButContinue reading “The Middle Manager Dilemma: Expected to Deliver Change With No Real Power”
ALL2S CONSULTING LLC 