About
Michael Lamia
Thirty years of transformational operations, logistics, and supply chain work, across industries and across the specific kind of pressure that comes with an operation in transition.
Recent operating roles
P&L ownership, not advisory-only engagements.
Global logistics and final-mile delivery provider serving commercial and consumer markets. Recruited to stabilize and transform the $150M multi-site logistics business during post-acquisition GEODIS integration, resolving systemic HR litigation, compliance failures, and operational inefficiencies across 60 nationwide locations. Directed full P&L operations overseeing 300+ employees, 650+ contractors, and 10 departments while strengthening accountability, scalability, and legal compliance.
- Organizational restructuring: reduced cost structure by $3.5M within one year by eliminating 25 redundant management positions, including 10 upper-level roles, redesigning the leadership hierarchy to improve operational efficiency and EBITDA performance.
- Workplace culture reform: eliminated HR-related litigation and strengthened legal, safety, and compliance frameworks across all 60 locations through leadership accountability and enterprise training initiatives.
MyParcel (EU) and eLogistics (U.S.) provide cross-border ecommerce delivery, warehousing, fulfillment, and DTC logistics solutions. Brought in to turn around and scale two underperforming ecommerce logistics units, reversing losses through technology stabilization, cost restructuring, and commercial growth initiatives. Directed a $45M P&L across domestic and cross-border operations.
- Sales & revenue growth: tripled MyParcel revenue by expanding the customer base from 2 to 17, securing marquee accounts including LEGO through sales team restructuring, targeted brand positioning, and strategic marketing collateral.
- Cost structure optimization: reduced MyParcel cost structure by 25% by renegotiating 6 critical vendor agreements spanning origin processing, air freight, EU customs, linehaul, last-mile delivery, and internal support operations.
- Business model transformation: tripled eLogistics revenue by shifting focus from low-margin startups to scalable SMB and enterprise accounts through strategic partnerships and target market expansion.
Where the earlier experience comes from
- Avon
- Cross-border logistics and customs work across LATAM — the kind of network complexity that doesn't show up until a company tries to scale internationally.
- eBay
- Operating at global-network scale, where small inefficiencies compound fast across many markets at once.
- Urbanstems
- DTC and ecommerce fulfillment under real volume pressure — the point where founder-led operations start to break and need real infrastructure underneath them.
Diagnose the root cause on the floor. Deliver the P&L result. Then hand it off in better shape than it was found.
Today
JML Supply Chain Consulting takes on a small number of engagements at a time — fractional, interim, or project-based — for companies where operations has become the thing standing between the business and its next stage: a completed integration, a stabilized P&L, or a network that can actually carry the growth it's been given.
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