TRSA Group builds the S&OP rhythm, the tools and the AI-assisted routines that keep demand, inventory and margin in balance for growing consumer brands — and hands them to your team to run.
For brands selling across DTC, Amazon, wholesale and stores — wherever the channels have outgrown the spreadsheet.
At some point in a brand's growth, its planning problems stop being about effort and start being about process. The demand plan lives in one person's head. Amazon re-forecasts happen when someone notices. Wholesale orders arrive by email and bypass the plan. Inventory is up, in-stocks on the best sellers are down, and Finance and Planning are looking at different numbers in the same meeting.
A full planning department is the eventual answer, but it's expensive and slow to build. In the meantime, the fix is a disciplined operating rhythm, a few well-built tools, and someone who has run this before sitting alongside your team until it sticks.
And the equation has changed. With AI doing the report-running, reconciling and pack-building, a planning team can spend its time on judgment instead of mechanics. That is what TRSA Group builds.
We design the monthly Sales, Inventory & Operations Planning cadence, run the first cycles with you, and hand it off against a defined exit checklist.
Focused engagements that build a capability, prove it on live data, and leave the tool and the process behind.
A manager-level lead plus analysts who can step into a planning, allocation or replenishment seat during a transition, an acquisition or a busy season.
Once the design is right, AI can take over almost all of the repetitive analytical work in planning: running reports, reconciling files, building the weekly and monthly packs. What that frees up is time for the work only a planner can do: reading the business, making the call, getting ahead of the next season. We embed with your team for about three months and make that real, on your own work, without a platform migration or a sledgehammer.
Client names are shared on request. The numbers are theirs.
The brand's entire planning cadence now runs on a set of configured AI routines we built and maintain: weekly purchase-order validation against the demand plan, weekly DC availability and stock-out recaps, monthly hindsight dashboard refreshes, the monthly replenishment investment review for the CEO, and the annual sales and POS budget build. Each used to be hours of manual pulling, reconciling and formatting. Each now runs from a prompt, with the checks built in, and a planner reviews the exceptions.
Arrived with no formal planning process and rising inventory. Designed and launched a monthly SIOP that bridges Sales, Finance, Planning and Operations, built a weekly replenishment model with forward stock-out visibility, introduced ABC segmentation, size profiling and a product-lifecycle kill list, then built a long-range planning tool and a rules-based markdown program. The S&OP is now led by the client's own team.
In one quarter, delivered the full S&OP foundation: executive and buy-review decks and charters, financial gates, a reporting foundation, a governance calendar, a demand consensus process and a 2025 inventory performance baseline. Ran the first Executive S&OP and buy review live, then recommended the cadence, tiering and AI-assisted exception reporting to make it stick.
Stepped in after staffing transitions to stabilize planning and replenishment: planogram management, DC and office inventory replenishment, assortment planning for newly acquired locations, market-week vendor reporting and acquisition inventory reporting. A manager-level lead on call daily, supported by analysts, at a fraction of the cost of the open roles.
Replenishment models, planning tools, dashboards and meeting shells are built in your systems, documented, and owned by your people. Nothing walks out the door when we do.
Process on paper is not process. We co-pilot the first cycles, sit in the meetings, and refine the cadence against what actually happens before we hand it over. Every engagement is led by a senior planner who has sat in the seat, and every analysis comes with a recommendation.
We use AI in our own workflow every day, for instance a weekly exception report that scores every style against sell-through, cover and velocity signals and explains, in plain English, which ones need a planner's eyes. We bring that same practical approach to your team.
A U.S.-based lead, supported by an experienced offshore analytics team, means senior attention at a monthly fee well below a single planning hire, analysis that is ready before your day starts, and a straight answer when what you actually need is a hire, a data fix or a systems investment rather than more consulting.
Joe spent nearly twenty years running planning, allocation and demand forecasting inside two of America's largest specialty retailers before founding TRSA Group. At L Brands he managed allocation for the Victoria's Secret bra business, 38 million units and $1.4 billion a year, and led the planning of the Sleepwear category to record sales and margin. At Ascena Retail Group he led a 30-person demand forecasting, allocation and assortment analytics organization across Lane Bryant, Catherines and Justice, $1.5 billion in sales across more than 1,000 stores and e-commerce, and then the apparel merchandise planning team at Lane Bryant. Along the way he built forecasting and safety-stock algorithms that cut inventory while lifting margin, stood up entire planning functions from scratch, and moved an allocation operating model offshore to Bangalore so the U.S. team could focus on analytics and strategy, the same model TRSA Group runs today.
He holds a master's in supply chain management from Penn State and has consulted independently for AlixPartners. He leads every engagement personally and is the daily point of contact for every client, backed by a small team of analysts with advanced degrees in business, mathematics and statistics who work ahead of U.S. business hours so the analysis is on your desk when you arrive.
Joe grew up the ninth of ten children on a family farm, then played football at Penn State. Both taught the same lesson: problems don't wait, you solve them with what's in front of you, and you do it as a team. That is still how he approaches a planning function. He lives in Worthington, Ohio, where he and his wife are raising six children, and he coaches middle school football, which he'd tell you is the most rewarding hand-off work he does.
Bring the numbers you're worried about. You'll leave with a clear view of what's process, what's tooling and what's just noise, whether or not we work together.