Founder of SOPITA.GG & BingoBango.ai · EN / ES / PT
I grow the owners' capital as if it were mine.
Hard ops partner for physical-product founders. I free cash stuck in inventory, protect service, and encode systems so you can lead the vision — not live in the exception queue.
~$710M
working capital returned to the business
Managed inventory I systemized: >$900M → ~$190M (~79%).
Cash trapped in stock, available again to fund the vision — not a liquidation story.
Founder · Operator · EN / ES / PT
"He frees the founder to do vision by owning the hard ops."
Proof
When you evaluate an operator, ask: how much capital did their systems free, and did service hold? Scoped for diligence — not inflated for a slide. Scrub the method below.
Interactive proof
Managed inventory I systemized: from >$900M to ~$190M. Cash freed for the vision — not a liquidation. Compare live against a published PE band of 20–35%.
Bed Bath & Beyond Group · multi-banner · 16 DCs · >$11B sales · 2014–2020. Dollar outcomes refer to managed inventory and systems I designed. PE band is published industry range, not a third-party audit of this book.
End state · systems I designed
≈ 79% reduction · ~$710M capital returned
Published PE program band
20–35%
~$710M returned through replenishment methods and 18+ algorithms — not a liquidation fire sale.
Surfaced $80M obsolete with no prior path. Method proof, not a ceiling — same drivers scale with a larger book.
~150 new SKUs/month, logistics −17%, multi-country under tariffs, COVID capacity repurposed. Service held.
At ~10% cost of capital, ~$710M excess is on the order of ~$70M/year carrying economics. Illustration only.
20–35% figures are published industry ranges. Dollar outcomes refer to managed inventory and systems I designed.
Experience
Newest first. Same standard at every stage: stock truth, capital free for the vision, service held.
2020 – Present
$80M obsolete surfaced
90th %ile service · logistics −17%
Cra-Z-Art · Lyndhurst, NJ
2014 – 2020
~$710M capital returned
>$900M → ~$190M · ~79%
Bed Bath & Beyond Group · multi-banner · 16 DCs · >$11B sales
2006 – 2014
$140M OTB unlocked
95% obsolete eliminated
Baker & Taylor · Rosen · Children's Place
Offer
A partner who sees where you are going, and treats your capital and reputation as precious.
I take the fires — stockouts, excess, "where is the cash?" — and install cadence. You return to vision, people, product.
Truth on dead, slow, critical stock. Free cash without starving the SKUs that fund the company.
90th percentile service while launching hard and cutting logistics. Cost-out that breaks the customer is not a win.
Horizon, OTB, network, replenishment designed toward where the company is going — not weekly rescue.
Logistics −17%, fewer heroics. Practice counts when the team can run it without me.
Obsolete with no prior path, multi-country under tariffs, capacity repurposed in crisis.
Stage 01
Days 1–30 · MapCapital, waste, planning gaps, exceptions still on you.
Stage 02
Days 31–60 · ClearMove excess. Protect core service. Light cadence.
Stage 03
Days 61–90 · EncodeAlgorithms and automation on tools you already pay for.
Builds
Same ownership standard on products I ship and capital I steward.
Founder of SOPITA.GG and BingoBango.ai. Product craft and shipping discipline — the same standard I bring to hard ops.
18+ algorithms and replenishment methods: forecast, turns, order efficiency, JIT — the layer behind ~$710M of managed inventory reduction.
LLMs and automation for analytics and task reduction on Salesforce, Monday-class, and ERP-style tools you already run.
Fit
Screen for real ownership of inventory and cash. If the authority is theater, we both save time.
Next · Let's talk
I grow the owners' capital as if it were mine.
One email: what is frozen, what hurts, what authority is real. If I am the right partner, we talk. If not, I say so clearly.
Direct line
Javier Diaz
Friends call me Javy · Hard ops · Owner capital
Lyndhurst, New Jersey · EN / ES / PT
Open for founder seats with real ops ownership