Selected Work

Case Studies

Anonymized case studies written to be concrete: situation, constraints, decisions, and outcomes. All drawn from direct engagements across retail, enterprise, and capital infrastructure programs.

Store SystemsHome Furnishings Retail · 300+ Locations

POS and Payments Modernization Across a Multi-Store Chain

Situation

A home furnishings retailer operating 300+ locations across multi-brand operations was running end-of-life POS hardware with fragmented payment processing across multiple terminal vendors. Customer experiences were inconsistent, PCI compliance exposure was growing, and every new store opening — including locations added through ongoing acquisitions — required manual, error-prone configuration work with no standardized onboarding playbook.

Challenge

The business needed to modernize without disrupting sales floor operations. Multiple vendors had competing proposals, internal IT was stretched thin, and the leadership team lacked a framework to evaluate readiness before each store went live.

Approach

Morris led the vendor selection process and built a governance model with clear go/no-go readiness criteria for each store rollout. The program included a mobile-first POS deployment with e-signature capabilities and 3DS payment integration, enabling line-busting checkout and real-time product data access on the sales floor. Standardized M&A integration playbooks were developed to accelerate technology onboarding for acquired locations. Weekly executive reporting kept stakeholders informed without creating overhead for the delivery team.

Outcomes

Mobile POS with e-signature and 3DS payment integration deployed chain-wide
PCI DSS compliance achieved across the estate
$500K+ in annual payment processing savings through processor consolidation
Line-busting checkout improved conversion and associate productivity
M&A store onboarding timelines reduced by 50% through standardized integration playbooks

ERPHome Furnishings Retail · Regional Chain

ERP Roadmap Development and Delivery Oversight

Situation

A growing furniture retailer had accumulated a patchwork of systems over a decade of acquisitions and organic growth. There was no technology roadmap — investment decisions were reactive, vendor relationships were unmanaged, and the leadership team had no visibility into what was delivering value.

Challenge

The CEO and CFO wanted a plan, not another assessment. They needed clarity on priorities, sequencing, and ownership — and they needed it fast, without a six-month consulting engagement that would just produce a slide deck.

Approach

Morris conducted a structured current-state assessment across finance, supply chain, merchandising, and store operations. He facilitated workshops with functional leads to surface pain points and prioritize by business impact. The output was a three-year technology roadmap with sequenced initiatives, investment estimates, and a governance model tied to business outcomes — not technology milestones.

Outcomes

Prioritized three-year roadmap approved by executive leadership
Investment clarity reduced reactive spend by an estimated 30%
Governance framework established for vendor and project oversight
First major initiative launched within 90 days of roadmap sign-off

ArchitectureApparel & Fashion · Vertically Integrated Brand

Integration Architecture and Data Foundation for a Vertically Integrated Brand

Situation

An apparel brand operating both wholesale and direct-to-consumer channels was running its business on a patchwork of disconnected systems. Inventory lived in one place, orders in another, production planning in spreadsheets. The team produced 12+ manual reports each week just to answer basic operational questions.

Challenge

The brand had evaluated several platform vendors but had no clear criteria for selection, no integration architecture, and no data governance standards. Every vendor made the same promises. The leadership team needed an independent perspective — and a framework to cut through the noise.

Approach

Morris defined an API-first integration architecture, established data governance standards across inventory, orders, and production, and led a structured vendor evaluation process. He worked with functional leads to document integration requirements before evaluating any vendor, ensuring the selection was driven by business needs rather than marketing claims.

Outcomes

Unified data model across inventory, orders, and production
12 manual weekly reports eliminated
Vendor selected and implementation commenced within the quarter
Technology spend reallocated from maintenance to growth initiatives

Store InnovationHome Furnishings Retail · 300+ Locations

Digital Price Tags: From Pilot to Chain-Wide Deployment

Situation

A home furnishings retailer operating 300+ locations was losing significant labor hours each week to manual price changes — printing, pulling, and replacing paper shelf labels across a large SKU catalog per store. With ongoing pricing updates and rising labor costs, the manual process had become a material operational liability. Leadership wanted to evaluate Electronic Shelf Labels (ESL) as a solution, but previous vendor conversations had not produced a credible business case.

Challenge

The business case for ESL required connecting labor savings, pricing accuracy, and operational agility into a model that finance would actually approve. Vendor claims were inconsistent and difficult to benchmark. IT was skeptical about integration complexity with the existing POS and price management systems, and operations was concerned about disruption during rollout.

Approach

Morris built an independent business case from first principles — modeling labor hours by store format, pricing update frequency, and error rates rather than relying on vendor-supplied ROI calculators. He defined integration requirements between the ESL management platform and the existing price book and POS systems, and structured a phased pilot to validate assumptions before committing to chain-wide investment. Vusion ESL technology was selected based on integration flexibility and scalability across a large store estate.

Outcomes

Business case approved by CFO within 6 weeks of engagement start
Pilot validated labor savings of 18–22 hours per store per week
ESL platform integrated with POS and price book for automated price updates
ESL deployed chain-wide across all 300+ locations following phased rollout
Near-100% pricing accuracy achieved, eliminating manual price changes and enabling dynamic pricing

Capital ProgramsHealthcare & Public Sector · Provincial Scale

Provincial Health System: 50+ Concurrent ICT Projects Delivered On Budget

Situation

A provincial health system undertaking a comprehensive digital refresh across all hospitals and health regions had a large, fragmented portfolio of IT capital projects — covering new construction, infrastructure renewal, clinical systems, and technology decommissioning. With 50+ concurrent projects in flight and no unified delivery governance, execution was inconsistent and oversight was reactive.

Challenge

The program operated in a complex, politically sensitive public sector environment with strict budget accountability, multiple ministry-level stakeholders, and significant constraints on risk and disruption. Prioritization was reactive, contract scope was loosely managed, and the highest-profile projects lacked a consistent escalation framework.

Approach

Morris led delivery oversight across the full ICT capital portfolio — managing project managers, engineers, and support specialists in a remote-first, multi-site environment. He established a consistent governance model covering deadlines, budgets, quality assurance, and contract scope. He personally problem-solved the most complex and visible program issues, and consulted with leadership on IT architecture, engineering, databases, clinical systems, and emerging technologies to optimize outcomes and achieve fiscal budgets.

Outcomes

50+ concurrent projects delivered across a remote, multi-site environment
Digital refresh completed across all hospitals and health regions in the province
Technology decommissioning, renewal, and replacement executed on schedule
Governance model established for capital IT delivery and contract management
Fiscal budget achieved across the full program portfolio

Digital CommerceApparel & Manufacturing · DTC & B2B Channels

Building Digital Revenue Channels and Business Intelligence for an Established Manufacturer

Situation

An established North American apparel manufacturer with hundreds of millions in annual revenue had no meaningful direct-to-consumer digital presence and limited B2B channel infrastructure. Revenue was concentrated in traditional wholesale. Executive decision-making relied on manual reporting with no real-time visibility into sales, inventory, or margin performance.

Challenge

Building digital channels required integrating new platforms with an existing ERP and operations systems. Drop ship vendors needed EDI connectivity. Internal teams were not structured for e-commerce operations. And the forecasting and BI infrastructure required to support growth decisions simply did not exist.

Approach

Morris led the launch of DTC e-commerce and B2B marketplace channels — including Amazon, Walmart.com, Shop.com, and Drop Ship — integrating vendors via EDI and commerce hub. He built executive-grade sales and financial forecasting dashboards with real-time inventory and margin visibility. ERP upgrades and Office 365 migration ran in parallel with workflow automation to replace high-volume manual processes with one-click solutions.

Outcomes

DTC e-commerce scaled to $1M+ in annual sales
B2B and marketplace channels drove $20M+ in incremental revenue growth
Excess inventory reduced by 20%+ through real-time forecasting and BI dashboards
IT managed services renegotiated with KPI-driven SLAs — over 30% cost reduction
High-volume manual workflows automated, improving speed and reducing error rates

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