We built TSP because consultants were
making it worse.
After a decade watching logistics, 3PL, and fulfillment companies drown under their own operations, we stopped looking for faster answers. We started asking better questions first.
The pattern was impossible to ignore.
At Accenture, Khabab Salama spent seven years managing enterprise delivery across technology platforms. The projects launched on time. The stakeholders signed off. And six months later, the same clients were calling again. The reality was that the client teams never fully adopted what was built. The underlying systems were still broken and everyone was frustrated.
Before that, at Quigley-Simpson, he ran media operations and saw the same pattern from a different angle: systems that created dependency instead of proficiency. The team was forced to figure out how to complete their daily tasks and use a new tool that was supposed to make things better.
The problem was never a lack of tools. The problem was more fundamental. Nobody slowed down long enough to understand what the team was doing. And nobody built something the team could truly run themselves.
TSP was built around a different belief: that the right answer, built carefully with the people who will use it every day, beats the fast answer every single time.
“Hiring consultants isn't the answer. Going back to the drawing board and being slow and methodical about how to move forward is the answer.”
This is why every TSP engagement starts with deep discovery before a single workflow is built. And why every build is done with the client's team, not handed off to them at the end.
Three things that make TSP structurally different.
Pillar 01Discovery before everything.
We spend real time mapping your receiving, inventory, and order workflows before we recommend anything. Most consultants skip this. We think skipping it is the reason most automation projects fail.
Pillar 02Built with your team, not for them.
Every system we build is documented and built in collaboration with the ops and warehouse teams who will use it. We train your team as we go, so they own it completely when we leave.
Pillar 03No dependency. Ever.
No proprietary platforms. No retainer callbacks. No black boxes. You get workflows in n8n, Claude, and Airtable, running inside the WMS, TMS, or ERP you already own, with a team that knows how to run them.
Built by someone who has sat on both sides of the table.
I spent seven years at Accenture’s global consulting practice, inside large logistics, operations, and technology programs. It was a front row seat to how the classic vendor model really works. Big teams and roadmaps. SOPs that didn’t address the real issues. Very little that the internal team could truly do without the vendor.
The pattern was hard to ignore. Clients were not short on tools or budget. They were stuck because work moved fast in the wrong direction. Vendors created systems the team could not maintain. No one slowed down long enough to name the real problem under the visible one.
TSP is my attempt to do the opposite. Deep discovery first. Co-design and co-build with the people who will run it. Operative word co.
I don't believe in dependency, I don't believe in callbacks. I don't believe in a proprietary system.
His technical stack is n8n, Claude, and Airtable, deployed inside the tools his clients already use. His philosophy is simpler: slow is fast, and the right answer built carefully will always outlast the fast answer built carelessly.
The Spark Call is 30 minutes.
No pitch deck. No pressure. Just an honest look at where your logistics, 3PL, or fulfillment operation is losing time and what it would take to fix it.