Experience

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 Experience spans full-time operating leadership, post-acquisition integration, enterprise execution, and selective fractional engagements in industrial manufacturing and services. 

Business Context
Engineered manufacturing business serving vocational truck and specialty equipment OEMs and fleet operators.

Mandate
Brought in to stabilize operations, improve execution discipline, and restore financial performance in a complex, made-to-order manufacturing environment.

Key Outcomes

• Increased revenue by 47% while materially improving gross margin performance
• Improved production output by 56% through process redesign and flow improvements
• Increased on-time delivery from approximately 40% to 98%+
• Led capacity expansion while maintaining delivery and quality performance

Scope of Responsibility

• Operational P&L ownership and leadership development
• Direct leadership of production, engineering, planning, materials, and quality functions
• Leadership team assessment, restructuring, and development
• Design and deployment of a repeatable operating cadence
• Capital planning and execution aligned to growth and throughput requirements

What Changed

• Replaced reactive expediting with structured production planning
• Clarified decision rights and accountability at the supervisor and manager level
• Aligned commercial commitments with operational capacity
• Introduced metrics that drove behavior, not noise

Business Context
Precision machining and engineered manufacturing business serving industrial and OEM customers.

Mandate
Improve operational execution, leadership structure, and financial performance in a growth-constrained manufacturing environment.

Key Outcomes

• Restored positive EBITDA after a sustained period of underperformance
• Doubled production utilization while maintaining delivery and quality performance
• Integrated acquired businesss unit expanding market breadth
• Improved delivery reliability and operational consistency
• Supported profitable growth through better execution discipline

Scope of Responsibility

• Manufacturing and operations leadership
• Production planning and scheduling
• Leadership development and accountability systems
• Process improvement and standardization
• Cross-functional coordination between commerical and operations functions

What Changed

• Clarified production priorities and scheduling discipline
• Reduced variability through standardized workflows
• Improved leadership communication and accountability
• Aligned operational execution with customer commitments

Business Context

Industrial services business providing hydraulic repair, component rebuild and field service solutions to mobile and industrial equipment customers. Engagement combined hands-on operating leadership with first-principles market diligence across hydraulic repair and aftermarket services agreement.

Key Outcomes

· Improved service workflow disicipline and scheduling clarity

· Strengthened coordination between technicians and customer-facing teams

· Applied operating principles to improve reliability and turnaround performance

Scope of Responsibility

· Evaluation of technician utilization, pricing dynamics, and service mix

· Assessment of customer demand patterns and aftermarket behavior

· Operatining workflow analysis across shop and field environments

· Indentification of execution constraints and scability considerations.

Business Context
Independent advisory platform supporting lower-middle-market industrial and manufacturing businesses through periods of transition, performance improvement, and ownership change.

Mandate
Provide hands-on operating support to ownership groups, boards, and management teams seeking improved execution, leadership effectiveness, and operational clarity.

Key Outcomes

• Supported operational improvement initiatives across multiple industrial businesses
• Helped ownership teams diagnose execution constraints and prioritize improvement efforts
• Strengthened leadership accountability and operating discipline
• Contributed to improved decision-making during transition or change periods
• Delivered practical, execution-focused support rather than theoretical recommendations

Scope of Responsibility

• Operating advisory support to owners, boards, and management teams
• Assessment of operating systems, leadership structures, and execution discipline
• Identification of operational bottlenecks and performance constraints
• Support of management teams during periods of transition
• Translation of improvement opportunities into actionable operating priorities

Business Context
Specialty manufacturing business producing high-precision alloy components for industrial applications.

Mandate
Support operational improvement, production discipline, and leadership effectiveness in a precision manufacturing environment.

Key Outcomes

• Improved operational discipline and production consistency
• Reduced quality costs 89%, reducing variability in manufacturing processes
• Accelerated products develop candence 4x, improving time to market
• Supported stable performance in a quality-critical environment

Scope of Responsibility

• Day-to-day engineering and quality operations leadership
• Process improvement and standardization
• Quality and production coordination
• Leadership coaching and development
• Performance monitoring and execution discipline

What Changed

• Improved production workflows and standard work
• Reinforced quality-driven operating discipline
• Clarified expectations and accountability at the shop-floor level
• Supported leadership effectiveness through clearer systems

Business Context
Large, multi-division Caterpillar dealership providing heavy equipment sales, rental, parts, and field service in asset-intensive, uptime-critical environments.

Mandate
Support operational execution and service reliability within a complex, standards-driven enterprise environment.

Key Outcomes

• Improved service execution consistency in field operations
• Strengthened coordination between service, parts, and scheduling functions
• Supported operational improvements without disrupting enterprise systems
• Contributed to performance in safety and uptime-critical environments

Scope of Responsibility

• Operational leadership within service and support functions
• Field service execution and coordination
• Process discipline and workflow standardization
• Continuous improvement within OEM and enterprise frameworks
• Cross-functional coordination in decentralized operating environments

What Changed

• Reinforced disciplined workflows in service operations
• Improved alignment between field execution and parts availability
• Supported consistency across decentralized teams
• Applied continuous improvement principles in safety-critical contexts

Business Context
Multi-facility manufacturer of advanced composite materials and specialty engineered products serving industrial, transportation, and defense-adjacent markets. Operations required disciplined execution across regulated, quality-critical manufacturing environments.

Mandate
Strengthen operational execution, leadership effectiveness, and performance discipline across a complex, multi-site manufacturing organization while supporting growth and reliability requirements.

Key Outcomes

• Improved operational consistency and throughput across multiple organizations
• Strengthened production planning, workflow discipline, and execution reliability
• Improved coordination between engineering, manufacturing, and quality functions
• Supported performance improvement in regulated, quality-critical environments
• Contributed to scalable operating practices across the enterprise

Scope of Responsibility

• Senior leadership responsibility across manufacturing and operations
• Oversight of multi-facility production environments
• Leadership team development and performance accountability
• Production planning, workflow standardization, and execution discipline
• Cross-functional coordination with engineering, quality, and commercial teams

What Changed

• Introduced greater structure and predictability into production planning
• Improved alignment between engineering intent and manufacturing execution
• Reinforced disciplined workflows and performance expectations
• Strengthened leadership routines and accountability systems
• Applied continuous improvement principles in safety- and quality-critical settings

Business Context
Closely related specialty manufacturing businesses serving vocational vehicle and heavy equipment markets, operating in engineered-to-order environments.

Mandate
Integrate two related organizations into a unified operating system while improving execution consistency, leadership alignment, and scalability.

Key Outcomes

• Improved operational consistency across two related manufacturing businesses
• Increased throughput without sacrificing quality or customization
• Reduced execution variability and rework
• Strengthened leadership alignment and accountability
• Established a scalable operating foundation supporting future growth

Scope of Responsibility

• Cross-organization operational leadership
• Manufacturing, engineering, and production system alignment
• Leadership structure design and role clarity
• Process standardization and performance management
• Continuous improvement deployment across functions

What Changed

• Unified operating cadence across both businesses
• Standardized core processes while preserving customer-specific flexibility
• Improved production planning and capacity visibility
• Clarified leadership roles, decision rights, and accountability
• Strengthened coordination between engineering, manufacturing, and commercial teams