I'm Anthony Lee. I spent a decade at Tractor Foods doing the work that sits between operations and technology — rebuilding websites, launching e-commerce, running POS and M365, and turning scattered data into decisions the business could actually use.
Turning operations into systems
From problem to shipped
One person who speaks both
Operations-first leader with hands-on technology experience. I started at the counter and moved toward the systems that hold businesses together.
A technology or digital operations role — ideally at a multi-location or growing consumer business — where the job is to own the systems, tools, and data the company runs on. I'm most useful where operations and technology overlap and nobody currently owns the seam. Based in Vancouver, open to hybrid or remote.
A Starbucks counter during the morning rush taught me that systems are only as good as the experience they create. Speed and accuracy matter, but so does noticing the customer who needs help before they ask.
A full dining room is a live system — staff, guests, kitchen, inventory, and mood all moving together. The best shifts had clear signals, good defaults, and room to adapt.
Managing the guest experience and the P&L meant building my own tools — schedules, inventory trackers, checklists — because the software rarely matched how the work actually flowed.
At Tractor Foods I looked after the connective tissue: supply chain, openings, training, reporting, and the processes that kept multiple locations in sync. Operational problems often look like people problems until you trace them to the system behind them.
My scope grew to include websites, e-commerce, POS, Microsoft 365, reporting, vendor systems, and AI-assisted development. Technology became the lever I used to make operations more reliable, scalable, and less painful for the people doing the work.
Each step taught me something the next one needed.
I started behind a Starbucks counter, then spent years managing restaurants and retail teams. That work taught me how the small details of a workflow shape whether a business feels effortless or exhausting.
I kept rebuilding the systems around me — schedules, training binders, spreadsheets nobody trusted — until that instinct became a role. I moved into operations at Tractor Foods, then into the technology work behind it.
By the end I was responsible for most of what plugged in: websites, e-commerce, POS, Microsoft 365, reporting, vendor systems, and the AI tools we used to build faster. I care about how businesses actually work. Technology is just the best lever I've found for making them work better.
Faster updates, smoother customer journeys, cleaner data, and a more predictable technology environment — here's how I got there.
These are the kinds of measurable changes I deliver when operations and technology are treated as one system.
Rebuilt TractorFoods.com in-house so marketing could publish changes without waiting on an agency.
Pivoted Tractor to online ordering during COVID by onboarding multiple delivery platforms in a matter of weeks.
Built a demand-aware forecasting model that turned years of POS data into a weekly ordering signal.
Unified POS, M365, A/V, hardware, and SaaS tooling under one support and vendor roadmap.
A mix of operations judgment, technology fluency, and digital execution — useful across the full picture of how a business runs.
If a new tool makes the day harder for the person using it, we haven't finished designing it. The point is fewer steps, not more dashboards.
When I rolled out a new POS, I measured success by whether servers could close a tab in fewer taps than before.
The tools people love most tend to be the ones they stop thinking about. I aim for quiet systems that let the team focus on the actual work.
The forecasting report worked because it looked like the par sheet managers already trusted, not a chart they had to interpret.
Automation is at its best when it clears away repetitive work so people can spend more time on the parts of the job that need judgement, care, and creativity.
Automating menu updates across delivery partners freed the team to spend time on guest recovery and training instead of copy-paste.
Every process eventually meets a real person on a real Tuesday. I design with that person in mind — not the tidy version imagined in a planning doc.
The website rebuild included a workflow the marketing manager could own, because the old bottleneck wasn't code — it was waiting on an agency.
Most of what I know about business systems came from asking one more question than I needed to. It's the habit I trust most.
Learning enough Python to build the forecasting model started with one question: why does every location order differently on the same day?
I like living where the plan meets the practical work. Ideas are cheap; the interesting part is making them real, in the tools people actually open.
The COVID delivery pivot wasn't elegant at first — it just had to work on day one. We refined the process once revenue was stable.
I'm looking for a technology or digital operations role where the systems, tools, and data are the job. If that sounds like your team — or you just have an interesting operations problem — reach out.
