Selected Work

Programs where the details mattered.

Situation, constraints, decisions, outcomes. Drawn from direct executive roles and engagements across retail, enterprise, healthcare, and capital infrastructure. Company names are withheld where discretion requires it, and the details are specific everywhere else.

265: Stores converted in 9 months
50+: Concurrent ICT projects
$20M+: Incremental revenue
$3M: Annual savings, healthcare portfolio

M&A IntegrationHome Furnishings Retail · 265 Stores · Two Countries

M&A Platform Conversion: 265 Stores onto One Retail Platform in Nine Months

Problem solved

M&A integrationPlatform conversionCutover playbooksStore onboarding

Situation

A cross-border acquisition brought two retail estates under one parent: different retail platforms, different POS, different payment stacks, different store operating routines. The combined business needed the retained stores, 265 across the US and Canada, spanning three legal entities and 3,000+ users, running on a single retail platform fast enough that the integration did not stall the deal thesis.

Challenge

The conversion had to happen while every store kept selling. Data models did not line up between platforms. Store teams had learned different workflows in each estate. Payments, financing, and delivery operations all carried cutover dependencies. And the timeline was measured in months, not the eighteen or more that conversions at this scale are usually given.

Approach

Morris led the technology integration end to end, with enterprise go/no-go authority and final technical escalation through go-live. The surviving platform was the one built and hardened under his leadership in the years before the deal, which is why the buyer standardized on it; he had also led the sell-side technology workstream for the divestiture, so the integration began with both sides of the transaction already understood. The program was built around a repeatable cutover playbook: data mapping and cleansing rules, store-by-store readiness gates, training that ran ahead of each wave, and a stabilization window with dedicated support before any wave was declared done. Waves were sequenced by operational risk rather than geography, and the playbook was corrected after every wave. A new data center build ran as part of the program.

Proof signal

265 stores converted onto a single retail platform in nine months, post-acquisition.

Outcomes

265 stores, three legal entities, and 3,000+ users converted onto a single retail platform in nine months
Delivered on time and on budget, spanning ERP, WMS, POS, payments, and infrastructure, plus a new data center build
Cutover playbooks cut each successive store onboarding effort by roughly 50%
Playbooks retained as a standing capability for future acquisitions

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Store SystemsHome Furnishings Retail · 184 Locations

POS and Payments Modernization Across a Multi-Store Chain

Problem solved

POS modernizationPaymentsPCI complianceStore rollout

Situation

A home furnishings retail group operating 184 locations across multi-brand, cross-border 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

As VP of Retail Systems for the group, 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.

Proof signal

$500K+ annual payment processing savings across a cross-border store estate.

Outcomes

Mobile POS with e-signature and 3DS payment integration deployed chain-wide on a new store tablet fleet
Device hardware costs cut by more than 50% while improving floor usability and associate adoption
$500K+ in annual payment processing savings through processor consolidation
Line-busting checkout improved conversion and associate productivity
M&A store onboarding effort reduced by roughly 50% through standardized integration playbooks

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ERPHome Furnishings Retail · Regional Chain

ERP Roadmap Development and Delivery Oversight

Problem solved

ERP roadmapDelivery governanceVendor oversightExecutive alignment

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.

Proof signal

Three-year ERP roadmap approved, with the first major initiative launched within 90 days.

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

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ArchitectureApparel & Fashion · Vertically Integrated Brand

Integration Architecture and Data Foundation for a Vertically Integrated Brand

Problem solved

Integration architectureData governanceVendor selectionInventory truth

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.

Proof signal

12 manual weekly reports eliminated through API-first integration and data governance.

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

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Store InnovationHome Furnishings Retail · 184 Locations

Digital Price Tags: From Pilot to 50,000 Units Chain-Wide

Problem solved

Electronic shelf labelsPilot governanceStore laborPrice accuracy

Situation

A home furnishings retail group operating 184 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

As VP of Retail Systems, Morris built the 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.

Proof signal

18-22 hours saved per store per week after a validated ESL pilot and chain-wide rollout.

Outcomes

Business case approved by CFO within 6 weeks of engagement start
Pilot validated labor savings of 18 to 22 hours per store per week
ESL platform integrated with POS and price book for automated price updates
50,000 digital price tags deployed at near-100% pricing accuracy following a phased rollout
Program later expanded across the combined 265-store network: 86,000 units live, scaling toward 169,000
Near-100% pricing accuracy achieved, eliminating manual price changes and enabling dynamic pricing

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Capital ProgramsHealthcare & Public Sector · Provincial Scale

Provincial Health System: A $25M ICT Capital Portfolio Across 50+ Concurrent Projects

Problem solved

Capital governanceHealthcare ICTPortfolio deliveryRisk control

Situation

A $1B provincial healthcare program carried a $25M ICT capital portfolio: 50+ concurrent projects covering new construction, infrastructure renewal, clinical systems, and technology decommissioning, including two new-build hospitals. With that many 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

As Program Director of ICT capital projects, Morris directed the $25M portfolio through a distributed, fully remote team. He built ICT and clinical technology investment cases for the two hospital construction projects, developed capital plans, roadmap sequencing, and delivery governance, and aligned technology investment with clinical, operational, security, and governance priorities in a highly regulated, audit-intensive environment.

Proof signal

50+ concurrent ICT capital projects delivered across a provincial health system.

Outcomes

50+ concurrent capital projects governed through a distributed, fully remote delivery model
ICT and clinical technology investment cases built for two new-build hospitals
Capital plans, roadmap sequencing, and delivery governance established for the portfolio
Hybrid and remote-work infrastructure stood up for provincial operations
Roughly $3M in annual savings generated through infrastructure and operating-model changes

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Digital CommerceApparel & Manufacturing · DTC & B2B Channels

Building Digital Revenue Channels and Business Intelligence for an Established Manufacturer

Problem solved

Digital commerceBI reportingEDI integrationChannel growth

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

As the manufacturer's head of IT and business solutions, 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.

Proof signal

A $2M+ marketplace program and the foundation for $20M in B2B and ecommerce growth, built on commerce and BI modernization.

Outcomes

DTC e-commerce channel built to $1M+ in annual sales
Marketplace program originated, creating $2M+ in new revenue
Foundation established for $20M in B2B and ecommerce growth
Real-time sales and financial forecasting changed how executives made inventory and sales decisions; IT costs reduced by more than 30%
High-volume manual workflows automated, improving speed and reducing error rates

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