I ran the warehouse before I wrote the software.
Seven years implementing WMS inside other people's warehouses. Twenty-five years building systems people's pay depended on. Before both, the floor.
Four spans, and what each one left behind.
On the floor
Aluminum extrusion plant. Helper, QA, pack-and-ship, forklift, ceiling crane. Then production manager at a water distributor.
Enterprise IT, real stakes
Twenty-five years. A reporting platform that large enterprise call-center teams were measured and paid on.
Seven years in the field
Food and beverage, auto parts, apparel, chemical, heavy fabrication, floral. Every gap became a requirement.
After go-live
Customer Success organizations built from scratch, twice. Enterprise-scale ARR protected at American Express.
Nobody taught me warehouses. I worked in one.
I did not learn about warehouses from a consulting engagement or a product demo. I started at the bottom of an aluminum extrusion plant — helper, then inspection and QA, then pack and ship, then forklift, then ceiling crane. It is one of the more demanding manufacturing environments there is, and it teaches you fast which parts of a process survive a bad shift and which parts are a story people tell in a meeting.
From there I ran warehouse and production operations for a water distribution company — responsible for the floor, the people on it, and the numbers coming off it.
That is why the scanner screen shows one instruction in the largest type on it, why receiving lets four people work one PO at once, and why a dropped scanner mid-pick does not lose the pick. Those are not product decisions. They are memories.
Twenty-five years where software failing meant people not getting paid.
Before WMS Intelligence I spent over two decades inside large institutions. It started in IT operations and field service management at American Express (Lead Programmer), running break-fix and service operations across geographically distributed enterprise accounts. It grew into technical operations across a global telecommunications infrastructure deployment at IBM (Technology Manager).
Then it moved into risk analysis — every process that touched credit card inventory inside American Express. That is where programming went from useful to necessary. Risk work at that level is building tools that surface the right thing at the right moment, reliably, while someone waits.
It ended with a Voice of the Customer reporting platform for Collections and Fraud, used across large enterprise call-center teams and tied directly to how those employees were reviewed and compensated. When your software decides what shows up in someone's performance review, you learn what "it mostly works" actually costs.
Seven years inside other people's warehouses.
After two decades in enterprise technology I moved into WMS implementation, and spent the next seven years on other companies' floors.
The same five failures showed up in almost every building:
- ERP integrations that were fragile by design — scheduled syncs, polling intervals, import jobs that needed a person watching them just to stay current.
- Support that evaporated after go-live — the people who understood the configuration moved to the next project, and the client was handed to a queue.
- Months of spend before a single pallet was scanned.
- Industry requirements treated as custom work — allergen stacking, expiration windows, quality holds, component-level receiving. Every one of them quoted as a change order.
- Warehouse managers who needed IT to answer "what do we have and where is it."
I wrote all of it down. That document became the specification for WMS Intelligence.
At some point the honest answer was to build it.
Not adapted from an existing product. Not built by a team that learned warehouses secondhand. Built against seven years of notes about what kept breaking.
It is built for Acumatica and nothing else because that is where the gap was clearest. Acumatica is a strong ERP. What it did not have was a WMS that treats the ERP as the center of gravity instead of a system to sync with overnight.
Implementation is where the responsibility starts.
Most vendors treat go-live as the finish line. I have been the person on the other end of that, in somebody else's warehouse, six months after their vendor stopped answering.
WMSi's Customer Success function is built on American Express experience: enterprise-scale annual recurring revenue protected across hundreds of accounts, strong retention on a high-risk portfolio, and two CS organizations built from nothing. Warehouses do not stop changing after implementation — new products, new people, new compliance rules — and the people supporting the system have to still be there when they do.
Watchpost watches every installation without an agent to install. Most of the time we see the problem before you'd need to reach us.
Support hours: 8am – 6pm CT, Monday – Friday · Response target: Same business day · Support: [email protected]
What we haven't earned yet.
Vendor diligence is mostly a search for what a website is not saying, so here it is without the search.
- Acumatica ISV certification
- In progress — Marketplace application submitted, certification pending. Savant is the most certified WMS in the Marketplace and Fusion is embedded in Acumatica's own database — real credentials we do not have yet.
- A published customer
- We have not published a customer name yet. Until one is published, the case studies on this site are labelled scenarios, because that is what they are.
- SOC 2
- SOC 2 Type I is complete. Type II attestation has not been pursued yet. Full detail is documented on audit & compliance, alongside access controls, audit trails, login lockout, and exportable User Access Reports that stand up to an ICFR review of inventory controls.
- Voice-directed picking
- Not built yet. It is on the roadmap, with no shipped date to promise you. If voice is a requirement today, we are not your vendor yet — ask us directly where it stands rather than guess from this page.
An Acumatica integration built for the latest version, a dedicated VM per customer, and seven years of implementations behind every workflow decision in the product.
We sell through Acumatica VARs. We'll still talk to you.
Every WMSi deployment is contracted through an Acumatica VAR. If you already have one, we'll work with them. If you don't, talk to us anyway and we'll introduce you to one who fits your industry.
Your VAR keeps the Acumatica relationship — we have no interest in it. We carry the WMS: implementation, training, and support, for the life of the product.
Your reputation doesn't end at go-live. Neither does ours.
A bad recommendation costs a VAR more than a sale — it costs a relationship that took years. When you recommend WMSi, your client is implemented and supported by the person who wrote the software, who spent seven years in their industry before writing it.
Four things you can verify in a demo or a contract.
One VM per customer
Your data on infrastructure nobody else shares — not a row in a shared tenant, not a schema in someone else's database.
Pinned to a named Acumatica release
Built and tested against Acumatica's latest version. OAuth 2.0 Connected Application, real-time webhooks, ExternalRef idempotency on every post, and a reconciliation pass every thirty minutes.
Built by an operator
Rich and his team spent seven years implementing WMS across food and beverage, auto parts, apparel, chemical, heavy fabrication and floral before writing a line of this code.
Watched, not waited on
Watchpost monitors every installation with no agent to install. Most of the time we open the ticket before you'd need to call. Support hours 8am – 6pm CT, Monday – Friday · Response target Same business day.
Tell us how your floor runs.
Every WMSi deployment is contracted through an Acumatica VAR. If you already have one, we'll work with them. If you don't, talk to us anyway and we'll introduce you to one who fits your industry.