I've spent over twenty years across every side of supply chain planning technology — analyst, vendor executive, operator. Now I advise supply chain and technology leaders.


Over 20 years, my work has sat at the intersection of supply chain planning, technology, and strategy.

I spent years at Gartner as a research analyst covering supply chain planning technology — advising thousands of enterprises and co-authoring the Magic Quadrants, Hype Cycles, and Market Guides helping to shape the supply chain planning technology global market.
 

I then moved to the other side of the table, as Chief Strategy & Product Officer at a global planning vendor. There, I drove the product vision and roadmap, go-to-market strategy, and growth initiatives that captured 1% of the global supply chain planning application market and earned the company Gartner Magic Quadrant Leader status twice.
Before both, I spent years in the planning trenches — leading demand planning and global digital transformations from the inside, where I saw firsthand what separates a transformation that sticks from one that stalls.
Most advisors have one of these seats. I've had all three.

There's a useful distinction between two ways of solving a problem. Chemistry works when a problem is complicated but knowable — fixed variables, stable relationships, an answer the right expert can find through analysis alone.
Alchemy is what you need when a problem is actually complex. The variables interact. The conditions shift while you're studying them. You can't analyze your way to the answer — you experiment, watch what happens, and adjust.

Most leaders default to chemistry, because it feels more rigorous. But run a chemistry approach on an alchemical problem and you don't get precision. You get frustration — because the uncertainty was never something a better framework could engineer away.
 Supply chains are alchemical problems. They're complex adaptive systems, not machines with fixed parts.
That's the work: helping leaders define direction, pressure-test a decision, and build a strategy that holds up — without over-engineering what doesn't need it, or chasing whatever's hyped this year.
That's the name. Alchemy Advisory exists to bring that mindset to decisions most organizations are still trying to solve with chemistry.
Grounded in the belief that better outcomes come from how decisions are made, not just what is done.

Complex decisions deserve thoughtful direction. In environments shaped by change and uncertainty, the focus is on helping organizations move with intent, so choices are not driven by urgency, but by a clear sense of where they lead.

Work closely with leadership teams at moments where direction is still being formed. The emphasis is on bringing structure, perspective, and informed judgment to decisions across product, market, and technology, so they are made deliberately and held with confidence.

A belief in thinking before committing, in choosing alignment over activity, and in applying judgment where frameworks fall short. Independence of perspective remains central—offering an external lens that challenges assumptions and keeps decisions grounded in long-term impact rather than short-term momentum.

Work closely with leadership teams at moments where direction is still being formed. The emphasis is on bringing structure, perspective, and informed judgment to decisions across product, market, and technology, so they are made deliberately and held with confidence.

Complex decisions deserve thoughtful direction. In environments shaped by change and uncertainty, the focus is on helping organizations move with intent, so choices are not driven by urgency, but by a clear sense of where they lead.

A belief in thinking before committing, in choosing alignment over activity, and in applying judgment where frameworks fall short. Independence of perspective remains central—offering an external lens that challenges assumptions and keeps decisions grounded in long-term impact rather than short-term momentum.
I came across an article on AI-Native Supply Chain Planning by Alex Pradhan on LinkedIn. I used to get regular briefings from Alex

A few weeks ago I was at the Gartner Supply Chain Symposium. The keynote is always something I look forward to.

When I was 16, my first car was an old, beat-up Ford Ghia. The car was on its last leg, but..
I've spent my career at the intersection of supply chain planning, strategy, and technology — as an analyst, a vendor executive, and someone who's lived inside the transformations most people only study.
Supply chain planning became personal in a different way in 2022. My son was weaning off breastfeeding, right as the U.S. hit a national baby formula shortage. I'd always assumed formula was there as a backup if the transition got hard. Suddenly, it wasn't.
 I'd spent years advising organizations through disruption, COVID included. But this was different. It was personal, and it was scary in a way the professional version of these problems never had been. My reason for doing this work changed after that.
With everything the modern world has built, we should be able to build supply chains that cope better with uncertainty and reduce the likelihood of risk — especially for the people with the least room to absorb it.
That's why Alchemy exists: to pursue that work independently, alongside tech leaders and companies willing to reimagine supply chain planning and shape what comes next.
Developed broad experience across complex supply chain and operational environments, shaping the perspective that now informs every engagement.


Saw a growing need for advisory rooted not in theory, but in real-world judgment, structured thinking, and practical strategic guidance.

Established Alchemy Advisory to provide leaders with independent perspective, disciplined strategy, and clarity in moments that define the future.



