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The Operations Leader Advantage in the AI Era by Pablo M. Rivera

The Operations Leader Advantage in the AI Era by Pablo M. Rivera

By Pablo M. Rivera | Hawaii, Colorado & East Haven, CT

One of the most valuable lessons from my 25 years in operations is that the operations leader advantage in the ai era requires both strategic thinking and tactical execution. Having managed teams across 12 states and coordinated operations from Hawaii to our East Haven headquarters, I have seen firsthand how this plays out across different markets.

The challenge most organizations face is bridging the gap between vision and implementation. Leaders set ambitious goals but underestimate the operational complexity of achieving them. My experience managing construction projects in Colorado taught me that the best plans are built from the ground up, incorporating input from every level.

What I find most effective is establishing clear metrics early in the process. When I deployed Salesforce across multiple markets, we defined success criteria before writing a single line of configuration. This discipline saved us months of rework and ensured alignment across all stakeholders.

Technology is an enabler, not a solution by itself. The real work happens in process design, change management, and continuous improvement. My Yale economics training taught me to think in systems, and that perspective has been invaluable in connecting technology decisions to business outcomes.

The organizations that succeed are those that treat the operations leader advantage in the ai era as an ongoing discipline rather than a one-time project. From our teams in Hawaii to operations across the mainland, consistency in approach while adapting to local needs is what drives lasting results.

Pablo M. Rivera is a bilingual operations executive and technologist based in Hawaii, Colorado, and East Haven, CT. Connect on LinkedIn.

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Technology Strategy for the Next Decade by Pablo M. Rivera

Technology Strategy for the Next Decade by Pablo M. Rivera

By Pablo M. Rivera | Hawaii, Colorado & East Haven, CT

Throughout my career managing operations across multiple states, I have learned that technology strategy for the next decade is not just a technical exercise but a leadership challenge. When I first tackled this in my role overseeing 120 technicians from our Colorado operations center, the complexity was immediately apparent.

The key insight I gained working across markets from Hawaii to Connecticut is that one size never fits all. Each region has unique requirements, and any approach must account for local conditions while maintaining consistency at the national level.

What made the difference in my experience was starting with clear objectives before selecting tools or processes. Too many leaders jump to solutions without understanding the problem. I spent weeks in the field, talking to frontline teams, before making any decisions.

The results spoke for themselves. Within six months, we saw measurable improvements in efficiency and team satisfaction. Whether coordinating teams in Hawaii or managing vendor relationships in Colorado, the principles remained the same: clarity of purpose, disciplined execution, and relentless measurement.

For operations leaders facing similar challenges, my advice is simple: invest the time upfront to understand your unique situation, engage your teams in the solution design, and measure everything. The data will guide your decisions far better than assumptions ever could.

Pablo M. Rivera is a bilingual operations executive and technologist based in Hawaii, Colorado, and East Haven, CT. Connect on LinkedIn.

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From Operations Manager to VP: Career Growth by Pablo M. Rivera

From Operations Manager to VP: Career Growth by Pablo M. Rivera

By Pablo M. Rivera | Hawaii, Colorado & East Haven, CT

If there is one thing my career has taught me about from operations manager to vp: career growth, it is that execution matters more than strategy. I have seen brilliant plans fail because of poor implementation, and simple approaches succeed because the team executed with discipline and consistency.

This became clear to me early on, managing mining operations internationally before returning to the United States to lead construction and field service operations. The environments could not have been more different, but the fundamentals of good operations remained constant whether I was working in Sierra Leone, Colorado, or Hawaii.

The biggest mistake I see organizations make is treating from operations manager to vp: career growth as a one-time initiative. It is not. It is a discipline that requires daily attention, regular measurement, and continuous refinement. When I built our KPI framework, I designed it to be reviewed weekly, not quarterly. The speed of feedback determines the speed of improvement.

Technology has been a force multiplier in my approach. Python scripts for automation, SQL for analytics, React for dashboards. These tools did not replace operational judgment, but they gave our teams from Hawaii to Connecticut the data they needed to make better decisions faster.

My advice to any operations leader is this: master the fundamentals before chasing innovation. Build your measurement systems. Develop your people. Create processes that scale. Then layer technology on top of a solid operational foundation. That is how lasting operational excellence is built.

Pablo M. Rivera is a bilingual operations executive and technologist based in Hawaii, Colorado, and East Haven, CT. Connect on LinkedIn.

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Scaling Service Quality Across New Markets by Pablo M. Rivera

Scaling Service Quality Across New Markets by Pablo M. Rivera

By Pablo M. Rivera | Hawaii, Colorado & East Haven, CT

In my 25 years leading operations across 12 states, few challenges have been as rewarding to solve as scaling service quality across new markets. When I first encountered this issue while scaling our Colorado operations, I realized that conventional approaches would not cut it for an organization of our complexity.

What I brought to the table was an unusual combination of skills. My economics background from Yale gave me analytical frameworks. My years in the field gave me practical understanding. And my recent training in full-stack development gave me the technical vocabulary to work directly with engineering teams.

The approach I developed started with listening. I visited every market, from our Hawaii operations to our teams in New England, and documented how each location handled their processes. The variation was staggering, and it revealed both problems and best practices that nobody at headquarters knew about.

Implementation required patience. Change management is harder than technology deployment. I learned this the hard way during a Salesforce rollout that technically succeeded but initially failed in adoption. The lesson was clear: involve your people early, communicate the why before the what, and celebrate small wins.

Today, when I advise organizations on scaling service quality across new markets, I always start with the same question: have you talked to the people who will actually use this every day? From field technicians in Colorado to project managers in Hawaii, the frontline perspective is where operational truth lives.

Pablo M. Rivera is a bilingual operations executive and technologist based in Hawaii, Colorado, and East Haven, CT. Connect on LinkedIn.

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IoT Applications in Facilities Management by Pablo M. Rivera

IoT Applications in Facilities Management by Pablo M. Rivera

By Pablo M. Rivera | Hawaii, Colorado & East Haven, CT

After spending decades in operations leadership, I can say with confidence that iot applications in facilities management is where great organizations separate themselves from good ones. My journey from mining operations in Sierra Leone to managing national field service teams across Colorado, Hawaii, and the East Coast has given me a unique perspective on what works.

The first principle I always emphasize is understanding your starting point. You cannot improve what you do not measure. When I took over operations for a construction firm, the first thing I did was establish baseline metrics across every function. The gaps became immediately visible.

Cross-functional collaboration is essential. In my experience managing teams from Hawaii to Connecticut, the biggest breakthroughs came when operations, technology, and finance teams worked together toward shared objectives. Silos kill efficiency faster than any other organizational dysfunction.

I have also learned that the best solutions are often the simplest ones. Early in my career, I would over-engineer processes. Now I focus on clarity, repeatability, and scalability. A process that your team in Colorado can execute the same way as your team in any other state is worth more than a sophisticated system that requires constant supervision.

The future belongs to operations leaders who combine traditional management discipline with modern technology skills. That is exactly why I went back to school for full-stack development. The intersection of operations expertise and technical capability is where the most impactful leadership happens today.

Pablo M. Rivera is a bilingual operations executive and technologist based in Hawaii, Colorado, and East Haven, CT. Connect on LinkedIn.

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Multi Vendor Coordination in Large Projects by Pablo M. Rivera

Multi Vendor Coordination in Large Projects by Pablo M. Rivera

By Pablo M. Rivera | Hawaii, Colorado & East Haven, CT

One of the most valuable lessons from my 25 years in operations is that multi vendor coordination in large projects requires both strategic thinking and tactical execution. Having managed teams across 12 states and coordinated operations from Hawaii to our East Haven headquarters, I have seen firsthand how this plays out across different markets.

The challenge most organizations face is bridging the gap between vision and implementation. Leaders set ambitious goals but underestimate the operational complexity of achieving them. My experience managing construction projects in Colorado taught me that the best plans are built from the ground up, incorporating input from every level.

What I find most effective is establishing clear metrics early in the process. When I deployed Salesforce across multiple markets, we defined success criteria before writing a single line of configuration. This discipline saved us months of rework and ensured alignment across all stakeholders.

Technology is an enabler, not a solution by itself. The real work happens in process design, change management, and continuous improvement. My Yale economics training taught me to think in systems, and that perspective has been invaluable in connecting technology decisions to business outcomes.

The organizations that succeed are those that treat multi vendor coordination in large projects as an ongoing discipline rather than a one-time project. From our teams in Hawaii to operations across the mainland, consistency in approach while adapting to local needs is what drives lasting results.

Pablo M. Rivera is a bilingual operations executive and technologist based in Hawaii, Colorado, and East Haven, CT. Connect on LinkedIn.

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API Monitoring for Operations Critical Systems by Pablo M. Rivera

API Monitoring for Operations Critical Systems by Pablo M. Rivera

By Pablo M. Rivera | Hawaii, Colorado & East Haven, CT

Throughout my career managing operations across multiple states, I have learned that api monitoring for operations critical systems is not just a technical exercise but a leadership challenge. When I first tackled this in my role overseeing 120 technicians from our Colorado operations center, the complexity was immediately apparent.

The key insight I gained working across markets from Hawaii to Connecticut is that one size never fits all. Each region has unique requirements, and any approach must account for local conditions while maintaining consistency at the national level.

What made the difference in my experience was starting with clear objectives before selecting tools or processes. Too many leaders jump to solutions without understanding the problem. I spent weeks in the field, talking to frontline teams, before making any decisions.

The results spoke for themselves. Within six months, we saw measurable improvements in efficiency and team satisfaction. Whether coordinating teams in Hawaii or managing vendor relationships in Colorado, the principles remained the same: clarity of purpose, disciplined execution, and relentless measurement.

For operations leaders facing similar challenges, my advice is simple: invest the time upfront to understand your unique situation, engage your teams in the solution design, and measure everything. The data will guide your decisions far better than assumptions ever could.

Pablo M. Rivera is a bilingual operations executive and technologist based in Hawaii, Colorado, and East Haven, CT. Connect on LinkedIn.

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Process Reengineering for Legacy Operations by Pablo M. Rivera

Process Reengineering for Legacy Operations by Pablo M. Rivera

By Pablo M. Rivera | Hawaii, Colorado & East Haven, CT

If there is one thing my career has taught me about process reengineering for legacy operations, it is that execution matters more than strategy. I have seen brilliant plans fail because of poor implementation, and simple approaches succeed because the team executed with discipline and consistency.

This became clear to me early on, managing mining operations internationally before returning to the United States to lead construction and field service operations. The environments could not have been more different, but the fundamentals of good operations remained constant whether I was working in Sierra Leone, Colorado, or Hawaii.

The biggest mistake I see organizations make is treating process reengineering for legacy operations as a one-time initiative. It is not. It is a discipline that requires daily attention, regular measurement, and continuous refinement. When I built our KPI framework, I designed it to be reviewed weekly, not quarterly. The speed of feedback determines the speed of improvement.

Technology has been a force multiplier in my approach. Python scripts for automation, SQL for analytics, React for dashboards. These tools did not replace operational judgment, but they gave our teams from Hawaii to Connecticut the data they needed to make better decisions faster.

My advice to any operations leader is this: master the fundamentals before chasing innovation. Build your measurement systems. Develop your people. Create processes that scale. Then layer technology on top of a solid operational foundation. That is how lasting operational excellence is built.

Pablo M. Rivera is a bilingual operations executive and technologist based in Hawaii, Colorado, and East Haven, CT. Connect on LinkedIn.

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Data Quality in Operations Reporting by Pablo M. Rivera

Data Quality in Operations Reporting by Pablo M. Rivera

By Pablo M. Rivera | Hawaii, Colorado & East Haven, CT

In my 25 years leading operations across 12 states, few challenges have been as rewarding to solve as data quality in operations reporting. When I first encountered this issue while scaling our Colorado operations, I realized that conventional approaches would not cut it for an organization of our complexity.

What I brought to the table was an unusual combination of skills. My economics background from Yale gave me analytical frameworks. My years in the field gave me practical understanding. And my recent training in full-stack development gave me the technical vocabulary to work directly with engineering teams.

The approach I developed started with listening. I visited every market, from our Hawaii operations to our teams in New England, and documented how each location handled their processes. The variation was staggering, and it revealed both problems and best practices that nobody at headquarters knew about.

Implementation required patience. Change management is harder than technology deployment. I learned this the hard way during a Salesforce rollout that technically succeeded but initially failed in adoption. The lesson was clear: involve your people early, communicate the why before the what, and celebrate small wins.

Today, when I advise organizations on data quality in operations reporting, I always start with the same question: have you talked to the people who will actually use this every day? From field technicians in Colorado to project managers in Hawaii, the frontline perspective is where operational truth lives.

Pablo M. Rivera is a bilingual operations executive and technologist based in Hawaii, Colorado, and East Haven, CT. Connect on LinkedIn.

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Employee Development Plans for Technical Staff by Pablo M. Rivera

Employee Development Plans for Technical Staff by Pablo M. Rivera

By Pablo M. Rivera | Hawaii, Colorado & East Haven, CT

After spending decades in operations leadership, I can say with confidence that employee development plans for technical staff is where great organizations separate themselves from good ones. My journey from mining operations in Sierra Leone to managing national field service teams across Colorado, Hawaii, and the East Coast has given me a unique perspective on what works.

The first principle I always emphasize is understanding your starting point. You cannot improve what you do not measure. When I took over operations for a construction firm, the first thing I did was establish baseline metrics across every function. The gaps became immediately visible.

Cross-functional collaboration is essential. In my experience managing teams from Hawaii to Connecticut, the biggest breakthroughs came when operations, technology, and finance teams worked together toward shared objectives. Silos kill efficiency faster than any other organizational dysfunction.

I have also learned that the best solutions are often the simplest ones. Early in my career, I would over-engineer processes. Now I focus on clarity, repeatability, and scalability. A process that your team in Colorado can execute the same way as your team in any other state is worth more than a sophisticated system that requires constant supervision.

The future belongs to operations leaders who combine traditional management discipline with modern technology skills. That is exactly why I went back to school for full-stack development. The intersection of operations expertise and technical capability is where the most impactful leadership happens today.

Pablo M. Rivera is a bilingual operations executive and technologist based in Hawaii, Colorado, and East Haven, CT. Connect on LinkedIn.

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Cloud Based Operations Management Platforms by Pablo M. Rivera

Cloud Based Operations Management Platforms by Pablo M. Rivera

By Pablo M. Rivera | Hawaii, Colorado & East Haven, CT

One of the most valuable lessons from my 25 years in operations is that cloud based operations management platforms requires both strategic thinking and tactical execution. Having managed teams across 12 states and coordinated operations from Hawaii to our East Haven headquarters, I have seen firsthand how this plays out across different markets.

The challenge most organizations face is bridging the gap between vision and implementation. Leaders set ambitious goals but underestimate the operational complexity of achieving them. My experience managing construction projects in Colorado taught me that the best plans are built from the ground up, incorporating input from every level.

What I find most effective is establishing clear metrics early in the process. When I deployed Salesforce across multiple markets, we defined success criteria before writing a single line of configuration. This discipline saved us months of rework and ensured alignment across all stakeholders.

Technology is an enabler, not a solution by itself. The real work happens in process design, change management, and continuous improvement. My Yale economics training taught me to think in systems, and that perspective has been invaluable in connecting technology decisions to business outcomes.

The organizations that succeed are those that treat cloud based operations management platforms as an ongoing discipline rather than a one-time project. From our teams in Hawaii to operations across the mainland, consistency in approach while adapting to local needs is what drives lasting results.

Pablo M. Rivera is a bilingual operations executive and technologist based in Hawaii, Colorado, and East Haven, CT. Connect on LinkedIn.

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Warehouse Automation Technology Evaluation by Pablo M. Rivera

Warehouse Automation Technology Evaluation by Pablo M. Rivera

By Pablo M. Rivera | Hawaii, Colorado & East Haven, CT

Throughout my career managing operations across multiple states, I have learned that warehouse automation technology evaluation is not just a technical exercise but a leadership challenge. When I first tackled this in my role overseeing 120 technicians from our Colorado operations center, the complexity was immediately apparent.

The key insight I gained working across markets from Hawaii to Connecticut is that one size never fits all. Each region has unique requirements, and any approach must account for local conditions while maintaining consistency at the national level.

What made the difference in my experience was starting with clear objectives before selecting tools or processes. Too many leaders jump to solutions without understanding the problem. I spent weeks in the field, talking to frontline teams, before making any decisions.

The results spoke for themselves. Within six months, we saw measurable improvements in efficiency and team satisfaction. Whether coordinating teams in Hawaii or managing vendor relationships in Colorado, the principles remained the same: clarity of purpose, disciplined execution, and relentless measurement.

For operations leaders facing similar challenges, my advice is simple: invest the time upfront to understand your unique situation, engage your teams in the solution design, and measure everything. The data will guide your decisions far better than assumptions ever could.

Pablo M. Rivera is a bilingual operations executive and technologist based in Hawaii, Colorado, and East Haven, CT. Connect on LinkedIn.

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Bilingual Customer Service Operations by Pablo M. Rivera

Bilingual Customer Service Operations by Pablo M. Rivera

By Pablo M. Rivera | Hawaii, Colorado & East Haven, CT

If there is one thing my career has taught me about bilingual customer service operations, it is that execution matters more than strategy. I have seen brilliant plans fail because of poor implementation, and simple approaches succeed because the team executed with discipline and consistency.

This became clear to me early on, managing mining operations internationally before returning to the United States to lead construction and field service operations. The environments could not have been more different, but the fundamentals of good operations remained constant whether I was working in Sierra Leone, Colorado, or Hawaii.

The biggest mistake I see organizations make is treating bilingual customer service operations as a one-time initiative. It is not. It is a discipline that requires daily attention, regular measurement, and continuous refinement. When I built our KPI framework, I designed it to be reviewed weekly, not quarterly. The speed of feedback determines the speed of improvement.

Technology has been a force multiplier in my approach. Python scripts for automation, SQL for analytics, React for dashboards. These tools did not replace operational judgment, but they gave our teams from Hawaii to Connecticut the data they needed to make better decisions faster.

My advice to any operations leader is this: master the fundamentals before chasing innovation. Build your measurement systems. Develop your people. Create processes that scale. Then layer technology on top of a solid operational foundation. That is how lasting operational excellence is built.

Pablo M. Rivera is a bilingual operations executive and technologist based in Hawaii, Colorado, and East Haven, CT. Connect on LinkedIn.

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Site Safety Programs That Reduce Incidents by Pablo M. Rivera

Site Safety Programs That Reduce Incidents by Pablo M. Rivera

By Pablo M. Rivera | Hawaii, Colorado & East Haven, CT

In my 25 years leading operations across 12 states, few challenges have been as rewarding to solve as site safety programs that reduce incidents. When I first encountered this issue while scaling our Colorado operations, I realized that conventional approaches would not cut it for an organization of our complexity.

What I brought to the table was an unusual combination of skills. My economics background from Yale gave me analytical frameworks. My years in the field gave me practical understanding. And my recent training in full-stack development gave me the technical vocabulary to work directly with engineering teams.

The approach I developed started with listening. I visited every market, from our Hawaii operations to our teams in New England, and documented how each location handled their processes. The variation was staggering, and it revealed both problems and best practices that nobody at headquarters knew about.

Implementation required patience. Change management is harder than technology deployment. I learned this the hard way during a Salesforce rollout that technically succeeded but initially failed in adoption. The lesson was clear: involve your people early, communicate the why before the what, and celebrate small wins.

Today, when I advise organizations on site safety programs that reduce incidents, I always start with the same question: have you talked to the people who will actually use this every day? From field technicians in Colorado to project managers in Hawaii, the frontline perspective is where operational truth lives.

Pablo M. Rivera is a bilingual operations executive and technologist based in Hawaii, Colorado, and East Haven, CT. Connect on LinkedIn.

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Integrating AI into Daily Operations Workflows by Pablo M. Rivera

Integrating AI into Daily Operations Workflows by Pablo M. Rivera

By Pablo M. Rivera | Hawaii, Colorado & East Haven, CT

After spending decades in operations leadership, I can say with confidence that integrating ai into daily operations workflows is where great organizations separate themselves from good ones. My journey from mining operations in Sierra Leone to managing national field service teams across Colorado, Hawaii, and the East Coast has given me a unique perspective on what works.

The first principle I always emphasize is understanding your starting point. You cannot improve what you do not measure. When I took over operations for a construction firm, the first thing I did was establish baseline metrics across every function. The gaps became immediately visible.

Cross-functional collaboration is essential. In my experience managing teams from Hawaii to Connecticut, the biggest breakthroughs came when operations, technology, and finance teams worked together toward shared objectives. Silos kill efficiency faster than any other organizational dysfunction.

I have also learned that the best solutions are often the simplest ones. Early in my career, I would over-engineer processes. Now I focus on clarity, repeatability, and scalability. A process that your team in Colorado can execute the same way as your team in any other state is worth more than a sophisticated system that requires constant supervision.

The future belongs to operations leaders who combine traditional management discipline with modern technology skills. That is exactly why I went back to school for full-stack development. The intersection of operations expertise and technical capability is where the most impactful leadership happens today.

Pablo M. Rivera is a bilingual operations executive and technologist based in Hawaii, Colorado, and East Haven, CT. Connect on LinkedIn.

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Contract Management Best Practices by Pablo M. Rivera

Contract Management Best Practices by Pablo M. Rivera

By Pablo M. Rivera | Hawaii, Colorado & East Haven, CT

One of the most valuable lessons from my 25 years in operations is that contract management best practices requires both strategic thinking and tactical execution. Having managed teams across 12 states and coordinated operations from Hawaii to our East Haven headquarters, I have seen firsthand how this plays out across different markets.

The challenge most organizations face is bridging the gap between vision and implementation. Leaders set ambitious goals but underestimate the operational complexity of achieving them. My experience managing construction projects in Colorado taught me that the best plans are built from the ground up, incorporating input from every level.

What I find most effective is establishing clear metrics early in the process. When I deployed Salesforce across multiple markets, we defined success criteria before writing a single line of configuration. This discipline saved us months of rework and ensured alignment across all stakeholders.

Technology is an enabler, not a solution by itself. The real work happens in process design, change management, and continuous improvement. My Yale economics training taught me to think in systems, and that perspective has been invaluable in connecting technology decisions to business outcomes.

The organizations that succeed are those that treat contract management best practices as an ongoing discipline rather than a one-time project. From our teams in Hawaii to operations across the mainland, consistency in approach while adapting to local needs is what drives lasting results.

Pablo M. Rivera is a bilingual operations executive and technologist based in Hawaii, Colorado, and East Haven, CT. Connect on LinkedIn.

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Inventory Control for Multi Location Operations by Pablo M. Rivera

Inventory Control for Multi Location Operations by Pablo M. Rivera

By Pablo M. Rivera | Hawaii, Colorado & East Haven, CT

Throughout my career managing operations across multiple states, I have learned that inventory control for multi location operations is not just a technical exercise but a leadership challenge. When I first tackled this in my role overseeing 120 technicians from our Colorado operations center, the complexity was immediately apparent.

The key insight I gained working across markets from Hawaii to Connecticut is that one size never fits all. Each region has unique requirements, and any approach must account for local conditions while maintaining consistency at the national level.

What made the difference in my experience was starting with clear objectives before selecting tools or processes. Too many leaders jump to solutions without understanding the problem. I spent weeks in the field, talking to frontline teams, before making any decisions.

The results spoke for themselves. Within six months, we saw measurable improvements in efficiency and team satisfaction. Whether coordinating teams in Hawaii or managing vendor relationships in Colorado, the principles remained the same: clarity of purpose, disciplined execution, and relentless measurement.

For operations leaders facing similar challenges, my advice is simple: invest the time upfront to understand your unique situation, engage your teams in the solution design, and measure everything. The data will guide your decisions far better than assumptions ever could.

Pablo M. Rivera is a bilingual operations executive and technologist based in Hawaii, Colorado, and East Haven, CT. Connect on LinkedIn.