We work with clients to drive their continuous improvement efforts and solve difficult problems utilizing Lean Six Sigma methodologies. Our offerings include problem-specific engagements such as kaizen, training on continuous improvement skills, and staff augmentation. We can help you with problem definition, structured brainstorming, process mapping, value stream mapping, statistical analysis, process hazard analysis, responsibility charting (RACI), and facilitation.Consulting experience includes private equity deal advising and assessment, plant consolidation in food machinery manufacturing, business process assessment in defense and aerospace, process mapping and responsibility charting in medical device manufacturing and insurance, and project management and business process improvement in hospitality.

Program and project management of key initiatives in manufacturing, insurance, and hospitality engagements. Providing specific consulting expertise in operational efficiency and improvement.

Part of the family ownership group for Lakehurst Properties LLC in Damariscotta, Maine. Serve as president of the subsidiary Lakehurst, Inc. Lakehurst has all-season rental cottages on the shores of Pemaquid Lake that are the perfect location for a “Maine Experience” with your family. The peaceful setting at Lakehurst includes a private, safe, and shallow natural sand beach oasis that is ideal for swimming, sunbathing , spending quiet afternoons reading a book and relaxing with the family.We also have a premier event venue, Lakehurst Lodge, available to host your special occasion. Lakehurst Lodge is a rustic timber framed barn facility that is the perfect country setting for any event.For booking call (207) 563-5717 or email us at lakehurstpropertiesllc@gmail.com

Led initiatives in driving operational excellence and facilitating cultural change in health and safety processes and practices for Process Safety Management, Process Hazards Analysis, and Employee Health and Safety environments, and in that process, bridged language and cultural barriers at facilities in UK, US, Canada, and Brazil. Used the Hearts and Minds behavioral toolkit championed by the Energy Institute to map changes, and tracked results. I am most proud of the changes we made to eliminate the risk of Significant Injuries and Fatalities to our employees.

Built and executed the Compass Minerals Continuous Improvement Process (CIP), our road map to operational excellence and our key employee engagement methodology. CIP includes Lean Six Sigma techniques driving Safety-Quality-Delivery-Cost-People improvement and our maintenance and reliability excellence process. Supported all Compass business units and manufacturing locations in North America and the United Kingdom. Key efforts included:✪ Average annual operations cost savings of $12MM over 9 years through continuous improvement efforts on Productivity Deck Management.✪ Originated Kaizen events and conducted training for plant operations and business office employees to educate and facilitate change for adopting improvement methodologies for business functions. Kaizen events topics included cost reduction, mine shaft safety, best practices in hoisting, electrical safety, invoice defect reduction, capital approval process, purchasing direct materials, compliance in the hiring process, capital purchasing, and overall business optimization.✪ Led a project that spanned a three-year period and involved complete re-engineering of business processes. This included a system upgrade involving JD Edwards E1 9.1 software, and additions of Oracle Transportation Management, Demantra, Advanced Supply Chain Planning, Mobility Solutions, and Maintenance and Reliability Solutions software with accompanying coordination of employee training on concepts, user processes, reporting, testing, and implementation phases. Facilitated improvements in JDE software supporting maintenance, reliability, and proper security for the users. ✪ Spearheaded strategy and implementation of a new process for better management and control of plant and equipment health which decreased overall maintenance costs and increased up time for four largest sites. Work included CMMS and equipment maintenance optimization, planning and scheduling process, and predictive maintenance implementation.

Established the Compass approach to Operational Excellence and created a cross-site / cross-functional team to do so. The included shared best practices, productivity reporting, idea generation, maintenance excellence, production metrics, Lean process improvement activities, training & development, elements of TQM, and Six Sigma methodology for problem solving and earnings enhancement. ✪ Worked with the team to achieve annual savings of 3% cash costs in operations via yearly decks of productivity projects across the footprint and KPI implementation.✪ Developed and led training of over 1,200 employees in continuous improvement tools. ✪ Led multiple kaizen improvements in mining, material flow, capital project management, hiring, and work place organization.

Six Sigma Black Belt on a cross functional business team responsible for taking out energy cost through plant level usage reductions and cost management. This included basic energy reduction techniques and new technology implementation such as the use gas motors for simultaneous process heating end energy generation - this work resulted in two US patents. Championed Asset Care and Reliability Maintenance Excellence for Engineered Products Group. Program included improved work planning, reliability excellence, and MRO improvement. Worked with sites in the US, Germany, Sweden, and Slovakia on this effort. Completed the JM Master Black Belt training program. This is a very selective program, with less than 10 trainees per year.

While Operations Leader for Growth Products, safely led plant expansions in three different operating units producing different products to meet market growth through combination of productivity excellence and new capital installations - these expansions ranged from 15% to 100% increases in capacity. Interfaced with business leaders to drive direction of operating units. Led 55 direct and indirect reports.Prior to that experience, managed our Bromine Production and Utilities generation which included 80% of Great Lakes' Elemental Bromine from Brine at two of our sites located 20 miles apart. Additionally responsible for power house management and bromine recovery systems. Led 45 direct and indirect reports.