Enhancing robustness of operating infrastructure for continued growth.

Delivering a broad spectrum of executive advisory services to start-ups and established companies facing rapid-growth, transitions or turnarounds, we help businesses successfully position to execute winning strategies including Strategic Execution Management, Infrastructure Planning, Business Plan & Process Development,Location Development, Due Diligence Review and Launch Support

Established fundamental operating practices and developed operations organization for a start-up lithium-ion battery system company.

Co-founded a consulting practice focused on delivering a broad spectrum of executive advisory services. From start-ups to established companies facing rapid-growth, transitions or turnarounds, we help businesses successfully position to execute winning strategies.Strategic Execution Management Infrastructure Planning Business Plan & Process Development Location Development Due Diligence Review Launch Support; Recruited to venture funded High Efficiency Thin Film Solar Module manufacturing start-up with rapid global expansion plans. Participated in B round funding of $100 million to transition from R&D to production.Established Manufacturing organization including Production, Supply Chain, Manufacturing Engineering, Quality, EH&S and Facilties to grow business from R&D to full-scale production.Reorganized R&D lab operations to instill maintenance and operating discipline for more effective delivery on development milestones.Built LEED and AGBP certified manufacturing facility on fast-track with 9 months from approval to Certificate of Occupancy, on-time and under budget. Recognized with Excellence in Construction and Best Real Estate Deal awards.Acquired, Installed and Qualified major production equipment utilizing multi-tiered process.Developed site location and operating cost models for domestic and global expansion plans.

Joined world leader in Opthalmic Optics to establish effective operations in US Laboratory business built through acquisitions since 1996. Since 2003 number of laboratories increased to over 100, sales from under $500 million to over $800 million and Operating Income swung from a loss to over 15%. This was achieved, in part, by focusing resources and establishing processes to create an industrial culture:Established New Product Engineering organization to ensure successful industrialization and transition from R&D into production.Organized, focused and expanded Quality resources to focus on business improvement with the introduction of Lean/6 sigma (in addition to ensuring regulatory compliance).Created Supply Chain organization to address New Product Planning, Capacity Planning and Routing, Inventory Management, Transporation Management.Established Project Engineering Function to ensure effective Capital Management and Project Management for $30+ million annual operations investment.

Recruited to help restructure, turn-around and grow major manufacturer of copper wire products with a significant equity participation. Worked closely with bankers and investment advisors to implement a business recapitalization and operations restructuring plan allowing the Electrical division to be spun-out from SuperiorEssex as a separate company. Orchestrated actions to revitalize core operations resulted in critical operational improvements in Quality, Service, Cost.

During 12 years with the world's leading Power Tool company, progressed from plant engineering to divisional technology to global operations strategy. Lived and worked in the U.S., Mexico, U.K., and Italy and traveled regularly throughout Europe, South America and Asia. Developed and implemented low-cost, quick-response manufacturing network to serve the Americas by establishing a new facility in Reynosa, Mexico and converting an existing facility in Uberaba, Brazil. Reynosa, Mexico was a green-field start-up, executed on an extreme fast-track. Successfully closed down Italian operation working with Unions, Government, Suppliers and the Church to achieve a smooth transfer of production and establishment of replacement industry. Developed and executed $60 million global restructuring to unify regionally autonomous European, Asian and American operations into a global manufacturing/supply network to seamlessly support the Consumer (Black & Decker) and Professional (DeWalt) business units. Started Black & Decker’s first Power Tool Maquiladora to support launch of new VesaPak line of products. Developed and implemented plan for restructuring North American Power Tools manufacturing network. Standardized manufacturing platforms, increased flexibility and improved quality and redistributed products and equipment among plants to begin consolidation of North American manufacturing.Led the first wave of Black & Decker’s North American operations modernization efforts with the consolidation of plastic injection molding and the expansion of electric motor winding and replacement of conventional machining in batch mode with CNC machines in flow cells.

Progressed from floor Industrial Engineering through shop supervision and engineering team leadership to production management. Multi-millon dollar savings on the Vertical Launch System and G.E. Fan Reverser contracts, implementation of the Manufacturing Integrated Production Planning System, and successful transition of Weapon Systems Electronics production department from 130 salaried and hourly employees to 20 then back to 50 to accommodate contract timing issues.