The Operator Behind RiverHouse
Twenty years of inventory discipline.
Now installed inside your brand.
The Problem I Kept Seeing
I started RiverHouse because I kept seeing the same problem, and almost nobody was solving it the right way.
Growing consumer brands were treating inventory as an operational function when it was actually one of the largest capital decisions in the business. Cash locked in the wrong SKUs. Commitments moving without defined thresholds. Working capital tightening while leadership stayed focused on growth.
Product launches and assortment expansions were being made without productivity thresholds or break-even discipline. The enthusiasm to bring product to market is real. The cost of doing it without governance is too.
RiverHouse exists to change that.
MACY'S
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adidas
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NIKE
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REJUVENATION
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TUFT & NEEDLE
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BLUE WHEEL MEDIA
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DIGGS Pet
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MACY'S *** adidas *** NIKE *** REJUVENATION *** TUFT & NEEDLE *** BLUE WHEEL MEDIA *** DIGGS Pet ***
20+ years · DTC · Marketplace · Wholesale · Retail · Omnichannel · Amazon · Multi-Channel
Twenty years inside this problem across department store retail, global apparel, home furnishings, CPG, high-growth DTC, Amazon, and multi-brand operating environments.
I have worked at the level where product gets funded, replenishment gets adjusted, exits get delayed, and cash gets trapped. Open-to-Buy ownership, assortment and lifecycle planning, eCommerce and marketplace inventory, and executive planning cadence across growth-stage and enterprise businesses.
That background is not incidental to RiverHouse. It is the reason RiverHouse works.
Company names referenced reflect prior employment history and do not imply endorsement, sponsorship, or current affiliation.
How I Work
RiverHouse engagements are personal. I work directly with founders, operators, and leadership teams. No junior associates. No handoffs. No decks that sit on a shelf.
The work is hands-on and installed inside your existing environment: your ERP, your planning tools, your operating cadence. No software is sold. No implementation project is required. The goal is structural control at the commitment point, delivered at the depth your business requires.
Capacity is intentionally limited so senior authority is present in every engagement.
We advise with precision. We install with authority. We govern with discipline.
RiverHouse works with scaling consumer brands where inventory behavior influences liquidity, executive attention, and working capital performance. Fit is determined by structural pressure and capital consequence, not revenue tier alone.
If inventory is your largest unmanaged capital liability,
that is where this conversation starts.
If you are a scaling consumer brand carrying real inventory liability and you want a direct conversation about what structural control could mean for your working capital, I would like to hear about your situation.