The unglamoroussystems years

I joined as a student and quickly became the person trusted with operational problems that did not have an obvious owner. Almost none of it was strategic and all of it was real.

• —Led the IT design and build-out of two new offices, coordinating suppliers and cross-functional teams.
• —Designed and implemented an internal information system for the employee experience team.
• —Implemented a warehouse management system that improved logistics and inventory tracking.
• —Implemented and managed Mishmarot, a company work scheduling system.
• —Ran IT department scheduling, resources and equipment, and managed equipment sales to employees.
• —Built a complete in-house retail system for plant sales, run four times a year: a barcode for every plant, four cash registers working simultaneously, and receipts itemizing every transaction.
• —Connected the sale system to payroll, so purchases flowed through for payment automatically. Designed, developed and deployed end to end, coordinated across departments.

• —Three years of shipping systems that people used the next morning, with no room for anything theoretical.
• —The foundation for everything after it: you cannot help people adopt a system if you have never had to keep one running.