The operator behind EBD Advisory
The gap between commercial ambition and operational reality doesn't close on its own. Teddy Bourgeois has spent twenty years closing it: building the planning systems, sourcing strategy, and people structures that let organizations execute their strategy without operational friction dragging on cost, supply, and growth. EBD Advisory is where that work continues, for the operators living with the gap right now.
Diagnose. Design. Deliver.
Then we make it stick.
Diagnose
The work starts inside the operation, tracing where the commercial plan and operational execution diverge. The output is a clear read on the few constraints that cap performance, separated from the noise that usually hides them.
Design
Design is where we co-create the plan: the target operating model and the roadmap to reach it, built with your team so it fits how your operation actually runs. Every move carries a measurable target and a place in the sequence, so you know what changes, by how much, and in what order before the build begins.
Deliver
Deliver is where the plan becomes the operation. We implement it alongside your team and manage the change, so the new way of working gets adopted, not just installed: they learn it, see the early wins, and take ownership. We stay until it runs, and the results hold after we step back.
Why I founded EBD Advisory
Founder & Principal
For twenty years, from start-ups to global enterprises, I've worked one problem from every angle: taking cost out of a supply chain while keeping that supply secure. The gains never came from optimizing one function in isolation. They came from running planning, sourcing, and supply resilience as one connected system, not three separate ones.
The work that mattered most was almost never a single fix. It was building the systems and the people structures that let a large business execute its commercial strategy without the friction landing in its margins, and react when demand or supply missed expectations.
Through EBD Advisory I work directly with operator teams on these same opportunities, identifying the root cause of their friction points, mapping the roadmap to maturity, and implementing the wins that drive the return.
–Teddy
The career behind the method
Teddy spent twenty years operating inside businesses from start-ups to global enterprises, fifteen of them at the $6.4B supply chain co-operative behind a national QSR network, where he rose from program manager to senior director.
- Stood up the central Planning Center of Excellence overseeing $5B in core food and packaging across three national restaurant brands, designing the operating framework and building the team that runs it
- Instituted S&OP and grew it into a full IBP practice, with commercial, finance, and supply leadership planning from one set of numbers on an 18-month rolling forecast
- Piloted, implemented, and scaled a single enterprise planning platform to carry the core food and packaging portfolio across Taco Bell, KFC, and Pizza Hut, shifting the organization from reactive monitoring to management by exception
- Directed domestic margin-improvement work across the network in sourcing, SKU consolidation, and freight efficiency, reaching $94.2M in annual recurring savings
- Built the strategic sourcing model for 23 international markets, identifying paths to COGS reductions of up to 10% per market
- Ran supply continuity for Taco Bell through COVID-19 with zero supply-driven store closures while absorbing supplier capacity failures and demand volatility
Wharton Advanced Management Program (2025). Harvard Negotiation Mastery (2025). B.A. Business Administration & Finance, Cal State Fullerton.
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