PS Prashant Shah

Leadership

People first. Then process. Then technology.

Twenty-five years of operating leadership, from forward logistics in the Marine Corps to the executive team of PE-backed and Fortune 500 companies, built on one conviction: an operation is only as strong as the people running it.

Philosophy

How the work gets done.

“True efficiency is not about squeezing more out of less, it is about creating a foundation where teams can operate with clarity, where decisions move faster, and where value compounds over time.”Prashant Shah, The 70/20/10 Rule

70

Build the team before the system

Capability, accountability and engagement come first. Every turnaround, from a distribution center in disarray to a national network in hypergrowth, started with the leadership team.

20

Let process carry the load

Clear, well-designed processes and a small set of KPIs create consistency across sites and shifts, and make performance visible to the people who can change it.

10

Use technology to amplify

Robotics, WMS/TMS, RFID and AI are deployed where they change the economics of the operation: to support people and process, never to replace them.

Transformations led

Situation, intervention, result.

Results from operating roles inside PE-backed and high-growth companies, each through a period of transaction, scale or turnaround.

Hypergrowth · $1.8B PE transaction

Scaling a national logistics network fivefold

LaserShip · VP Supply Chain · 2019–2021

Situation
A last-mile carrier entering an explosive growth phase, with network performance needing to keep pace with volume ahead of a private-equity acquisition.
Intervention
Oversaw a $250M logistics budget across 3 hubs and 60+ branches; implemented KPIs and automation to standardize performance nationwide; built new carrier relationships and a dedicated logistics model.
  • $200M → $1B+Revenue in under two years
  • $8MAnnual savings from the dedicated logistics model
  • $1.8BPE acquisition; later merged with OnTrac

Transformation · Acquired by BDA

Building an acquisition-ready operation

SwagUp · Chief Supply Chain Officer · 2021–2025

Situation
A high-growth branded-merchandise platform needing a global supply chain that could scale with demand and stand up to buyer diligence.
Intervention
Ran a $35M global supply chain; introduced Integrated Business Planning and dual sourcing; deployed vertical integration, warehouse robotics and AI-driven automation; restructured RFP/RFQ procurement. Led post-acquisition integration.
  • 40%Faster order processing
  • 30%Procurement cost reduction
  • 18%Margin improvement

PE ownership · Integration

Re-shoring the footprint under new ownership

Casper · Head of Supply Chain & Logistics · 2021

Situation
A consumer brand moving into private-equity ownership through a $450M transaction, with global manufacturing exposed to risk and freight volatility.
Intervention
Worked with the PE team on supply chain readiness; orchestrated near-shoring of the manufacturing footprint; aligned procurement and fulfillment with the new owners and renegotiated sourcing terms.
  • 60%Of manufacturing near-shored in six months
  • $2MAnnual savings from post-merger synergies
  • $1M+Additional strategic sourcing savings

Turnaround · $1B PE investment

Turning around a distribution center in months

Drive DeVilbiss Healthcare · Sr. Director, Operations · 2017–2019

Situation
A medical-products distribution center for the U.S. Northeast and Canada, inherited in serious disarray, ahead of a major private-equity investment.
Intervention
Rebuilt the leadership team, redesigned DC infrastructure for new SKUs and faster throughput, and reworked supplier collaboration and procurement.
  • $30MP&L managed, with equity and retention awards for results
  • $1M+Annual cost savings
  • $1BPE investment the scale-up supported

Bed Bath & Beyond

Lean transformation of a 275-person e-commerce facility holding $200M+ inventory: productivity up 31%, throughput from 82.2% to 98.5%, labor cost down 15%.

Macy’s

$27M operations budget; RFID pilot across 90+ stores delivering 40% gains in inventory visibility and replenishment accuracy.

Target

Logistics for five P-Fresh locations and a $90M P&L; developed 25 district executives and 44 team leads.

Areas of expertise

Where he adds the most.

Strategy & transactions

  • PE value creation
  • Operational diligence
  • M&A integration
  • Exit readiness
  • Board advisory

Supply chain & logistics

  • Network strategy
  • Fulfillment & last mile
  • Global sourcing
  • Near-shoring
  • Procurement
  • Integrated Business Planning

Technology

  • WMS / TMS
  • ERP implementation
  • Warehouse robotics
  • RFID
  • AI-driven automation

People & organization

  • Turnarounds
  • Org design
  • Leadership development
  • Lean & continuous improvement
  • Culture & engagement

Career

Operating experience

Fortune 500 scale, PE-backed growth and founder-led companies, across e-commerce, retail, healthcare and logistics.

  1. 2026 — Present
    Head of E-Commerce, North AmericaA.P. Moller – Maersk

    Leads strategy, operations, product growth and commercial performance across parcel, fulfillment, transportation and last-mile delivery; building and launching a new product.

  2. 2021 — 2025
    Chief Supply Chain OfficerSwagUp · Acquired by BDA

    Led end-to-end supply chain transformation through the company’s acquisition and post-acquisition integration.

  3. 2021
    Head of Supply Chain & LogisticsCasper · Acquired

    Supply chain readiness and integration through a $450M private-equity transaction.

  4. 2019 — 2021
    Vice President, Supply ChainLaserShip · Acquired

    $250M logistics budget through growth from $200M to $1B+ revenue ahead of a $1.8B PE acquisition.

  5. 2017 — 2019
    Senior Director, Operations & DistributionDrive DeVilbiss Healthcare

    U.S. Northeast and Canada. Operational scale-up leading to a $1B PE investment.

  6. 2017
    Assistant General ManagerBed Bath & Beyond

    E-commerce fulfillment for a 275-person facility; Lean transformation lifting productivity 31%.

  7. 2013 — 2017
    Director, Logistics & OperationsMacy’s

    Fulfillment, warehouse automation and last-mile performance; RFID across 90+ stores.

  8. 2009 — 2013
    Senior Executive Manager, LogisticsTarget

    Started overnight unloading trucks; rose to sales-floor executive and senior logistics executive, leading perishable logistics for a $90M P&L. District Top Performer, 2010–2012.

  9. 2001 — 2008
    Sergeant, Supply Chain ManagerUnited States Marine Corps

    Mission-critical logistics. Service →

Perspectives

Prashant was tasked with turning around an underperforming facility that was full of potential but lacked the leadership principles and quantifiable metrics to measure the work being performed. … Even the most hardened of our senior leadership team were speechless.
John Elliot Simpkins, SHRM-SCPChief Human Resources Officer, Actylis · on working together at Drive DeVilbiss Healthcare
“As a business partner to Prashant I observed him create effective, passionate high performing retail teams under him. He was always focused on customers’ needs while managing his team’s development and performance.”
Patrick McIntyreCOO · Krispy Kreme | Mars · on working together at Target
“When Prashant Shah joined Drive DeVilbiss Healthcare, he inherited a distribution center that was in extreme disarray. Through his effective leadership and strong analytic abilities, Prashant was able to turn around the building within a few short months.”
Barbara Boschert, SHRM-SCPSenior colleague at Drive DeVilbiss Healthcare

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