A regional partner network, built from zero.

Led partner strategy across warehousing, last-mile delivery and logistics service providers at a Series A e-commerce fulfilment platform. Demand was growing, but the supply network wasn't ready for it: thin partner coverage, no standard contracts, and no operating framework to scale on.

• Growth and rebuild at once. The function had to keep serving near-term demand while being restructured underneath.
• Supply ahead of demand. Warehousing and last-mile capacity had to be in place before the demand arrived, because capacity can't be added on the day.
• No governance rhythm. Partner reviews, performance metrics and escalation paths all had to be built from nothing.

• Strategy and alignment. Assessed the existing setup, the gaps and the market priorities, then agreed the roadmap with leadership, sales, ops, product and the country teams.
• Team and operating framework. Hired into the key roles while fixing the core processes, which gave clearer ownership, a standard way of engaging partners, and an internal operating cadence.
• Partner strategy and leverage. Segmented partners by capability and coverage, agreed joint business plans covering capacity and commercial terms, and scaled on partner infrastructure rather than overbuilding in-house.

• Material reduction in logistics cost within the first half-year, through renegotiated commercial terms and partner consolidation.
• Onboarded a regional network of warehouse and last-mile partners across Southeast Asia.
• Launched a new cross-border service that took the platform beyond domestic fulfilment.