Selected Results
$300M+ identified and delivered across 30-plus engagements and 35 years, the full value chain, engineering to aftermarket.
Thirty-five years building and fixing manufacturing companies, from the plant floor to the boardroom, for family-owned, founder-led, and PE-backed industrials. The names stay confidential. The results do not.
BOLD OPERATING MODELS, EXECUTED UNDER PRESSURE
A plant inside a plant
CHEMICALS AND AUTOMOTIVE
The challenge. A $1 billion chemicals coatings unit set out to take over the vehicle-coating line inside an automaker's assembly plant and run it as an independent operation, selling back fully coated bodies at a fixed cost per unit. Then the automaker compressed an 18-month launch into 7.
What I did. Built the partnership and the program-management structure, decomposed the strategic issues, created the risk and competitive-response plan, and drove an integrated launch to a hard start date.
The result. Launched on the compressed seven-month timeline and reduced cost for the automaker by 10 percent on the acquired operations. A first-of-its-kind operating model, executed under real pressure.
OPERATING LEADERSHIP UNDER FIRE
Kept alive through the ramp
DEFENSE MANUFACTURING
The challenge. A defense armor manufacturer was scaling faster than its systems could handle. Wartime demand was exploding and revenue was racing past plan, but the plant, the controls, and the cash were all straining, and the company was distressed.
What I did. I stepped in as operating management and went to the floor. Stood up 24/7 production and added capacity, cut scrap and cycle time, insourced work, and negotiated procurement savings. I plugged a roughly $3 million costing and inventory leak, and ran a 13-week cash forecast week by week with the lenders.
The result. $125 million in revenue, 23 percent over plan. Hundreds of armored vehicles and 800-plus armor kits delivered on time. Cost, inventory, and cash controls installed under real pressure. Not every win is a margin number. Sometimes it is that the company was still standing, and the critical product still shipped, when it mattered most.
QUICK WINS PLUS A LASTING SYSTEM
An aerospace inventory rescue
AEROSPACE FLUID POWER AND ACTUATION
The challenge. An aerospace manufacturer of hydraulic and electromechanical actuation systems had inventory climbing and on-time delivery slipping, a bad combination in a regulated, mission-critical business.
What I did. I delivered the fast tactical fixes first, in forecasting, receiving, planning, and purchasing, then stood up the metrics and cadence to hold the gains and set the lean roadmap for what came next.
The result. Thirty-two percent of inventory out in four months with no hit to service, and a clear path to ninety-five percent on-time delivery. Stop the bleeding first, then build the system that keeps it from coming back.
CAPABILITY IS BUILT, NOT ANNOUNCED
A global brand, built and run from the ground up
CONSUMER HEALTH EQUIPMENT (GLOBAL)
The challenge. A global consumer-health equipment brand had bought the leader in its category and inherited fast-growth problems: multiple plants, quality issues, a tangled global supply base, and no operating depth to fix it before it hurt the brand.
What I did.Over roughly a decade I ran the whole operation, product, supply chain, manufacturing, and distribution. Consolidated four plants into one, built the China-and-India supply base (including universal-voltage drives that let a single machine ship anywhere in the world), launched multiple product generations, cleaned up European distribution across nine warehouses, and stood up ERP, quality certifications, and IP protection.
The result. Out-of-box defects under 2 percent; 25 percent-plus year-over-year cost savings, with roughly $1,100 per machine and about $1.5 million in four months from the Asia transfer alone; five new products launched in under six months. Capability is built, not announced, and it does not relocate on a spreadsheet.
RIGOROUS DIAGNOSTIC LEADERSHIP ACTS ON
A $66 to $111 million operations review
CONSUMER PRODUCTS
The challenge. A billion-dollar packaged-foods division was under margin pressure with a manufacturing network that had outgrown its demand, capacity that no longer matched, and asset productivity well below what the footprint could deliver.
What I did. I ran the footprint analysis plant by plant and technology by technology, modeled the scenarios, and built the board-ready case: consolidate all milling into one flagship site, close three plants, and shift select production to a qualified co-packer, quantified down to capital, write-offs, and relocation.
The result. $66 million to $111 million in identified value and about $13 million a year in capital avoidance, a plan built to fund 5 percent top-line and 9 percent bottom-line growth. Footprint is a board-level decision.
KNOWING THE BUSINESS WELL
What a PE operating partner actually does
PE-OWNED MANUFACTURER
The challenge. A private-equity-owned outdoor-products maker needed to know where operating value and hidden risk were sitting.
What I did. I ran an operations assessment across manufacturing, customer mix, and cost, and pressure-tested the economics line by line.
The result. Found roughly a thirty-five percent operations-reduction opportunity and a concentration risk hiding in plain sight, two customers driving more than eighty percent of a division's sales. The unglamorous, high-value work of actually knowing the business.
WORKING CAPITAL AND TURNS
A $7 million supply chain reset
GLOBAL SPORTING GOODS
The challenge. A global sports-equipment brand was running inventory at 4.4 turns in an 8.0-turn industry, with fragmented planning, high freight, and cost trapped across a global network.
What I did. Rebuilt the operating model end to end, SKU rationalization, centralized planning and sourcing, and an Asia logistics-hub redesign, then went after freight and billing leakage line by line.
The result. $7 million a year in savings, nearly $6 million more in one-time working capital freed, and turns moving toward the benchmark with no hit to service.
FAST, SELF FUNDING RESULTS
A ten-week payback
BRANDED CONSUMER PRODUCTS
The challenge. A global branded consumer-products company was running inventory at 3.8 turns against a 7.8x industry benchmark, with nearly half its main warehouse in slow or dead stock and delivered cost well above benchmark. Management had identified about $2M in savings on their own.
What I did. I ran a rapid value-stream analysis, a two-week diagnostic into a full assessment, then led implementation. We attacked demand planning and forecasting, inventory, logistics, transportation, and customer profitability, built the forecasting and safety-stock tools, restructured the 3PL model, and drove a 43-item work plan, quick wins first.
The result. $5.4 million in sustainable EBITDA savings at roughly a ten-week payback ($5.2M a year for a $2.2M investment), a ~50% inventory reduction and about $4M of inventory freed, delivered through implementation, not just a report.
GLOBAL SOURCING AS A GROWTH ENGINE
Ten times the sourcing, no added cost
NATIONAL RETAIL
The challenge. A multi-billion-dollar national retailer had a global sourcing office in Asia but had all but stopped using it. Direct imports had fallen from over $1 billion to under $100 million as buyers defaulted to domestic suppliers, leaving real gross margin on the table.
What I did. I rebuilt the global sourcing function from the ground up, operationally and as an internal change agent. I focused buyers on the right categories, showed them how direct sourcing added margin, and stood up the quality, factory, negotiation, and logistics programs to make it work, including building store-specific containers in Asia and land-bridging them straight to the store.
The result. Sourcing went from under $100 million back to $450 million at first cost, then past $1 billion, a tenfold increase with no added headcount and no added cost. Buyers picked up five to fifteen points of gross margin, at one of the lowest logistics costs in the industry.
$300M+ identified and delivered · 30+ engagements · 35 years · aerospace to consumer to PE-backed industrials · engineering to aftermarket
If you have a business that needs value unlocked, or an investor who wants an operator who has been there and done that, let's talk.
Clarity. Focus. Execution. Value.