A selected record of decisions made inside the operation: where technology changed speed, economics, resilience, customer value, and the quality of management decisions.
Operations → Replenishment → B2B Commerce → Master Data → Real-Time Analytics → Pricing Intelligence → Digital Experience → AI & Enterprise Transformation
Evidence labels distinguish direct public documentation, independently corroborated context, and Harrison’s professional record.
Technology earns its place by improving how the business runs, not by adding activity around it.
A rapid integration program connected operating systems across a complex, multi-business environment and created a more responsive foundation for growth.
Led efficient-replenishment work and expanded electronic supplier integration to improve product-data accuracy and reduce invoice exceptions.
Advanced B2B commerce and a collaborative planning, forecasting and replenishment pilot designed around stronger trading-partner relationships.
Built the master-data repository and synchronization work needed to make product information more dependable across the enterprise and its trading partners.
Helped shape a technology roadmap for fresh and prepared foods, supporting availability while reducing labor tied to mismatched production.
Data matters when it changes a decision while there is still time to change the outcome.
Reduced information latency from as much as 24 hours to business-wide visibility during the selling day, allowing margin and revenue decisions to affect current operations.
Introduced modeling, forecasting, and measurement to better align everyday and promotional pricing decisions with the company’s strategy.
Early leadership across replenishment and pricing systems connected market signals, supplier data, and store execution rather than treating data as a reporting exercise.
Transformation succeeds when the operation keeps moving while its foundations change underneath it.
Replaced a hardware-heavy backup estate with cloud data protection, reducing cost while improving scale and recoverability across more than 450 virtual machines.
Moved a mission-critical point-of-sale platform into production without business disruption, creating a cloud-enabled base for loyalty, payments, merchandising, and customer experience.
A redesigned network and security foundation cut monthly expense by about 40% while increasing bandwidth, visibility, failover capability, and operating resilience.
Customer technology should make the relationship more useful, relevant, and inclusive.
Top Connection used RFID identity, price protection, a digital wallet, simplified returns, and purchase history as a foundation for more relevant customer relationships.
Advanced realogram-driven shelf-label execution and produce opportunity buying, while supporting Más Fresco technology and the Lyft transition for customer transportation.
Advanced customer data, personalization, and AI strategy around Grocery Outlet’s distinctive shopping model, with relevance rather than technology as the objective.
Own the capabilities that create advantage. Source the rest with clear economics and low switching cost.
The GS1 DataBar discussion was an early public example of the same capital discipline: determine whether the use cases justify the required investment before committing scarce resources.
The operating rule was explicit: keep differentiating technology close; source capabilities that can be consumed more economically. The same analysis found 49% of stored data had not been accessed in two years.
At Northgate González Market, an enterprise operating-system migration was deliberately delayed until critical applications could be validated and the business case justified the disruption.
The current work applies the same discipline to AI: define the outcome, understand the economics, and govern the capability as part of the enterprise portfolio.
CIO: Haggen Food & Pharmacy · Northgate González Market · Grocery Outlet
Earlier leadership: Kroger · H-E-B · A&P · Lowe's Home Improvement