Your suppliers know your business better than you know theirs.
I fix that for owner-led manufacturers, distributors and service companies. Fourteen years buying, running plants and leading supply chain for companies that had to make money every month. A published playbook, a fee paid out of the savings, and results you can find on the bank statement.
- $2.5millionsaved in year one on $43 million of indirect spend
- $7millionannual raw material savings as head of supply chain
- 750to250suppliers, with no loss of service
- 20%more output from one plant in six months
- $266kcash freed from payment terms in under ninety days
You pay out of the savings. Not before.
No hourly billing, no monthly retainer, no percentage of anything projected. My fee is a share of savings that are real: a signed contract at a lower price, or cash that has landed in your account. If the number does not move, the fee is zero.
Supply chain diagnostic
Two weeks. The only fixed fee on this page, and it comes back to you.
Credited in full against the savings program if you continue.
- Every dollar of spend mapped by supplier and category from your accounting export
- Your top suppliers ranked, with contract status and payment terms for each
- Three quantified savings or cash opportunities, sized and sequenced
- A written plan your team could execute without me
Savings program
I run the playbook on your top categories and suppliers until the plan is executed. Usually ninety days.
On verified first-year savings and one-time cash. Invoiced as each contract is signed or each dollar of cash lands. No monthly fee.
- Competitive bids and direct negotiations on your top categories
- Payment terms corrected across your largest suppliers
- Procurement policy, approvals and supplier onboarding set up and enforced
- One agent built and running on the most repetitive process we find
- You keep every contract, file and tool at the end
Ongoing supply chain lead
After the program, for companies that want the function led without hiring an executive.
On each new initiative I bring and close. Same rule: verified, not projected. No retainer.
- Supplier renewals, rebids and negotiations handled as they come due
- Your buyer or operations lead coached to run the playbook
- Monthly savings tracker tied to the profit and loss statement
- First call when a supplier, a freight lane or a lead time goes wrong
How savings are verified: old price against new price on the same item, multiplied by the volume you actually buy in the following twelve months, reconciled against your accounts payable. Cash is counted when it is in your bank. You see the same spreadsheet I do.
The playbook
The same five moves, in the same order, at a $5 million machine shop or a $300 million portfolio company. The difference is only how many suppliers are on the list.
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Map every dollar
Export the ledger, clean it, and put every supplier in a category. Most owners are surprised twice: by how many suppliers they have and by how few of them matter.
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Rank the suppliers who matter
Usually fifteen to sixty suppliers carry two thirds of the spend. Each one gets a file: contract, terms, price history, alternatives, leverage. Nothing else gets touched until these are handled.
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Compete or negotiate every category
Freight, packaging, fuel, maintenance supplies, telecom, insurance, professional services, raw materials. Bid what can be bid. Negotiate what cannot. Sign contracts so the price holds.
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Fix the terms and free the cash
Early-pay arrangements nobody remembers agreeing to, thirty-day terms that could be forty-five, deposits that never needed to be paid. Cash usually moves before the savings do.
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Put a process and an agent in place, then leave
A procurement policy people follow, an approval flow that takes minutes, and one artificial intelligence agent doing the repetitive work: invoice matching, quote comparison, contract review. Your team runs it. I built my own platform this way and use it on every engagement.
Fourteen years on the buying side of the table.
Buyer, corporate procurement, plant manager in England, head of supply chain through a change of ownership, acquisition integration, and now advising private equity owners and their portfolio companies. Every role was measured on the same thing: did the number move.
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2025 to now
Founder, Satis House Consulting
Fort Worth, Texas
Retained by the chief financial officer of Fenix Parts, a Stellex Capital portfolio company, to build the indirect procurement function from nothing across a multi-site network. Delivered $2.5 million of savings on $43 million of spend in year one against a $2.0 million target, freed $266 thousand of cash by correcting payment terms, and put agents to work on compliance and invoice reconciliation.
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2025
Supply chain lead, integration team, RHI Magnesita
Tampa, Florida
Led the supply chain side of the RHI Magnesita acquisition of Resco Products: network optimization, procurement alignment, local-for-local sourcing roadmap and supplier transitions.
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2021 to 2025
Senior director of supply chain, Resco Products
Charlotte, North Carolina
Executive team member after a change of ownership. Rebuilt a supply chain group that lacked focus and tools, delivering $7 million in annual raw material savings and the best financial results in the company's history.
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2018 to 2021
Plant manager, Resco Products
Ashby de la Zouch, England
Ran a refractory plant. Used Theory of Constraints to cut lead times fifteen percent and raise output twenty percent inside six months, and secured government funding for plant innovation.
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2015 to 2018
Indirect procurement manager, Resco Products
Pittsburgh, Pennsylvania
Cut the supply base from 750 suppliers to 250 with no loss of service, put contract management in place, and wrote the training and standard procedures that made it stick.
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2012 to 2015
Buyer, Pneumafil (Nederman) and Performance Friction
Charlotte, North Carolina
Packaging, freight, fasteners and high-specification defense components. Vendor-managed inventory, supplier portals and the daily grind of getting parts in on time.
Master of Business Administration in international business, Nottingham Trent University. Bachelor of Business Administration, Winthrop University. Certified Professional in Supply Management, Institute for Supply Management. Worked in the United States, the United Kingdom and China.
Why the name
Satis House is the mansion in Charles Dickens' Great Expectations, where Pip is certain his fortune comes from the grand lady inside. The assumed answer, the obvious one, the anointed one, turns out not to be it.
Most of what I find is like that. The savings are rarely in the contract everyone argues about. They are in the freight lane nobody has bid in eight years, the early-pay discount that costs more than it saves, and the forty suppliers doing the work of ten. Finding that takes someone willing to look from zero and say so.
Talk to Tristan
Thirty minutes, no preparation needed. Bring last year's supplier list or the one contract that bothers you. If none of the three services fits, I will say so on the call and tell you what I would do instead.
Email Tristan Horan