Chris is analytical and great with numbers—a level-headed thinker who’s non-judgmental and a superb leader. He’s inspiring.”
David Wolpov Owner and Vice President,
Distribution Solutions, Inc.
DSI
Distribution Solutions, Inc.
In February 2006, Chris Carey began consulting with Distribution Solutions, Inc., a regional third-party logistics company with more than 1.2 million ft² in warehousing and about 150 trucks. The business was family-owned and had experienced years of minimal growth and marginal profitability.
Carey quickly identified five strategic profit-improvement initiatives for DSI: raising productivity, adjusting prices, fully utilizing facilities, leveraging IT, and reducing overhead costs. He redesigned the operation, initiating strict budgets, accurate account costing, precise productivity measurements and forecasting, and financial controls. Within two years, Carey’s improvements accelerated sales growth from 12% to 35%, reduced variable labor by 12%, and increased gross profit by 27%.
Before Carey began consulting, DSI’s 2005 EBITDA was $386,000. By 2007 Carey had increased operating income to $3.1 million—and in 2008 to $4.55 million.
In July 2008, Carey orchestrated the sale of the business to a leading venture capital firm as their platform for a national rollup of third-party logistics companies.
DSI
Distribution Solutions, Inc.
In February 2006, Chris Carey began consulting with Distribution Solutions, Inc., a regional third-party logistics company with more than 1.2 million ft² in warehousing and about 150 trucks. The business was family-owned and had experienced years of minimal growth and marginal profitability.
Carey quickly identified five strategic profit-improvement initiatives for DSI: raising productivity, adjusting prices, fully utilizing facilities, leveraging IT, and reducing overhead costs. He redesigned the operation, initiating strict budgets, accurate account costing, precise productivity measurements and forecasting, and financial controls. Within two years, Carey’s improvements accelerated sales growth from 12% to 35%, reduced variable labor by 12%, and increased gross profit by 27%.
Before Carey began consulting, DSI’s 2005 EBITDA was $386,000. By 2007 Carey had increased operating income to $3.1 million—and in 2008 to $4.55 million.
In July 2008, Carey orchestrated the sale of the business to a leading venture capital firm as their platform for a national rollup of third-party logistics companies.