Advisory and fractional leadership.
Senior counsel on retainer. Diligence support for private-equity deal teams evaluating outdoor and hardgoods holdings. Fractional VP work for brands without the in-house bench.
Senior hands, without the hire.
Some decisions need a VP in the room and not a VP on the payroll. Retainer advisory and fractional leadership put thirty-five years of product, sourcing, and supply chain judgement inside a brand's team for as long as the decision takes.
Retainer advisory.
Monthly engagement. Ongoing counsel on sourcing, product programmes, and supply chain restructuring, with the factory relationships that come attached. Six to eighteen months is typical.
Best for: brands in fluxFractional executive.
VP-level product development or sourcing leadership for a brand without the in-house bench, or with an interim gap at the top of it. In the meetings, on the factory calls, accountable for the line plan.
Best for: interim leadership gaps at the VP levelDiligence for deal teams.
Supply chain audit and validation on consumer holdings. Who makes the product, on what terms, with what concentration and tariff exposure, and what it would take to change. Written for the investment committee.
Best for: private-equity diligence on outdoor and hardgoodsOne hour, the right question.
Single-call advisory runs through the expert networks. Deal teams use it for diligence, brands use it for competitive intelligence, and both use it to check a sourcing or product assumption before it becomes a plan.
GLG · Guidepoint · AlphaSights · Third Bridge · Dialectica · Coleman Research
Who it suits
Brand CEOs and VPs.
Facing a real decision: Asia diversification, a product launch with real margin pressure, or the hire-or-advise question at VP level.
Private-equity deal teams.
Running diligence on outdoor, hardgoods, and lifestyle holdings and needing an operator's read on the supply chain, not a consultant's.
Boutique consulting firms.
In need of a peer-level expert for a client engagement: a senior practitioner who has sat in the seat the client is hiring for.
Manufacturers and mills.
Factories, fabric mills, and component makers hoping to enter the Western market, or to get the attention of the US, UK, and European brands already in it. Strategic, or specific to a category or an item.
Richard works best with brands that need senior hands. He does not take on every brand.
Richard Amodio“CenterEdge was a keystone sourcing and design partner. Rich's leadership consistently improved quality and margins across nearly all targeted growth categories. I highly recommend him.”
“CenterEdge LLC has been a keystone design and sourcing partner during my outdoor career from 1995-2013. Kelty Packs, Pearl Izumi, Patagonia, and Prana were all recipients of the leadership of Rich Amodio and his talented team. As CEO of each of these firms it was always so comforting to know that I could rely on CenterEdge to work hand in hand with my inside operations and design team to come up with the optimum sourcing prescription. I am proud to say that in each of the company engagements we were able to increase quality and margins in almost 100% of the growth categories we focused on. Rich is a trusted professional and is highly recommended.”
“Rich has been my most valued partner and counsellor. No other firm operating in Asia offers more experience, insight, and leadership for Western companies.”
“I have been a friend, customer and colleague of Rich Amodio and CenterEdge Consulting for most of ten years in my various sourcing and supply chain roles. Rich has been my most valued partner and counsellor and I know of no other firm operating in Asia supporting western companies that offers more experience, insight and leadership. My recommendation could not be more unequivocal.”