Lessons from the Field” is a behind-the-scenes look at what really happens during warehouse and WMS projects: the wins, the surprises, and the lessons we’ve learned along the way. Each story comes directly from our team’s real-world experiences, offering practical insights you can apply to your own operations
- Tony Baldwin
Director of Presales and Implementation
Whenever I’m invited onsite for a process review or a new project startup, the first thing I do, before I even book my flight, is create an agenda.
I’m a checklist person by nature. Having a defined list of objectives helps me measure two things:
Over the years, I’ve found that my most successful onsite visits always begin with a clear, documented agenda. When there’s structure, I can stay focused, handle unexpected issues without losing momentum, and leave knowing the customer is better off than when I arrived.
If something comes up that isn’t on the agenda (and it always does), I can assess it in the moment:
An agenda keeps everyone, me, the client, and their team, aligned and accountable.
In a perfect world, I would have the agenda in hand well before any travel arrangements are made. But reality has its own plans.
Some customers have a running list of items they want to tackle when we visit, usually a mix of configuration tweaks, process questions, and “someday” projects that have piled up. Others, however, don’t finalize priorities until the moment I walk through the door.
And sometimes, the entire agenda goes out the window.
It’s inevitable that production issues will occasionally occur, requiring prompt attention as a priority. Or the primary contact I’m scheduled to work with gets pulled in five directions at once, leaving little time to collaborate on the original plan.
When that happens, it’s easy to lose focus. But I’ve learned there’s a way to regroup.
When things go sideways, I go back to the basics.
Start by asking questions. What’s most urgent today? Who has the information I need? What can I work on while waiting for key personnel to free up?
Sometimes, there’s a smaller agenda item that can move forward independently. Other times, it’s about rescheduling and setting up short working sessions with customer service, operations, or finance to chip away at the bigger picture.
And yes, new requests always come up while on site. When they do, I simply add them to the bottom of the list. That way, we don’t lose sight of the original goals, but we can still capture emerging needs for follow-up.
It’s all about staying flexible without losing focus.
Every successful visit involves collaboration across departments. The typical cast looks something like this:
When everyone is aligned and communicating, progress happens fast.
For me, success lies in the original agenda. If I can complete that list and maybe even knock out a few bonus items, I consider that a win.
I’ve had visits where three full days of work wrapped up halfway through day two because everything clicked. Those are great moments.
Early in my career, I’ll admit, I was nervous traveling alone to new customer sites. I still have the same feeling today, but for a different reason. I’m not worried about completing the work anymore. I’m thinking about the impact.
Did I do enough? Did I make things easier for their team? Did we leave the operation stronger than before?
That’s what drives me now: turning a structured agenda into real-world results.
The best implementations start with something simple: a clear agenda.
It’s not just a to-do list; it’s a roadmap for accountability, efficiency, and measurable impact. And when things inevitably shift onsite, that agenda becomes the anchor that helps you stay focused, adapt quickly, and deliver value no matter what the day throws at you.
