David Baughman Email & Phone Number

Savannah, Georgia, Us

Founder and CEO of Fractional Executive Solutions, a boutique firm that offers fractional executives for small business clients as well as Operations coaching for those who are or want to be impactful COOs and operations leaders. For fractional matchmaking, we provide experienced executive talent on a fractional basis for companies that want to take the next step in their journey to operational excellence. Our team can immediately step in and help you not only manage your business but allow you the time to do what you do best: grown your company. For our coaching services, we specialize in helping new leaders or managers that want to learn how to be an impactful COO or VP of Operations. Our structured curriculum along with our coaches help guide your operations leaders on a journey to help your company be more profitable, more impactful and hit your goals. Our students must pass a test to “graduate” so you know they will be an immediate impact on your bottom line.• Performed as Fractional COO for client to refine and improve operational organizations to allow for 27% increase in revenue and positive profits• Worked as fractional COO / Integrator with client to mentor the leadership team to work through a financial restructure and enhance operational and financial efficiency• Launched coaching practice to teach emerging leaders in the “ways” of operations to a succeful graduation to perform as the “number 2” in their organization

San Diego, California, Us

Member in Peer Advisory Group.

Fort Worth, Texas, Us

The Crimson Group of Companies is a Canadian based holding company that includes Crimson Engineering and Whitetail Automation with LLCs in both the United States and Canada. The Crimson Enterprises Board was formed to advise and counsel the CEO through a time of rapid growth and expansion. Board consist of three members that specialize in Business Development, Finance and Operations.My role as Board Chair is to advise the leadership team on processes and strategy around operations and performance including bottom line profits, process improvements, expense management and expansion plans. I help understand the impact of financial decisions for not only the current but future years.

Fort Worth, Texas, Us

Full P&L accountability for all facets of the business including Manufacturing, Engineering, Supply Chain, Planning, HSE, Project Management, Quality, and Finance.Led team of over 225 direct and indirect reports focused at 2 plant locations. Participated in quarterly Board meetings as an officer of the company.★ Worked alongside of the president to launch new organizational structure centered on EOS “Traction” system, operating as the “Integrator” for the company.★ Introduced and drove Lean concepts and organization that facilitated growth. Hired seasoned Lean leadership that drives incremental improvements and a culture of “better every day”. ★ Hired leadership to install ISO9001 compliant quality system and introduction of standard work across the enterprise★ Developed supply chain strategy that yielded double digit deflation over 12 months★ Top-graded management team that contains a diverse culture across multiple markets.

Full operational responsibility to develop and launch a new manufacturing organization for a start-up company that packages Mobile Gas Turbines. Responsibilities include Manufacturing, Quality, HSE, Planning and Inventory Control. Key Challenge: recruit and launch full operational team to learn and build a newly designed product while developing the facilities to start production in 6 months. ★ Recruited Operational leadership team to develop policies, procedures, and processes for “Day 1” launch.★ Developed operational launch plan for presentation to the customer that covered quality, productivity and delivery that contained actions to anticipate and mitigate risk.★ Provided leadership and direction for the development of a full quality system that was ready for ISO9001-2015 initial certification within 6 months of launch.

Held full P&L accountability. Led team of up to 350 direct and indirect reports, including Site Directors and middle management at all 3 plant locations. ★ Orchestrated 180-degree turnaround for under-performing operation, primarily through Management by Metrics implementation. Improved on-time delivery from 10% to 60% in 1 year (up to 92% by the third year), gross margins from 10% to 22%, attainment of projects within 1% of budgeted cost, and EBITDA from -8% to +9% in 2 years.★ Led development and installation of quality system that enabled achievement of ISO9001-2008 certification in the first 7 months. Additionally instituted robust program of Lean/Continuous Improvement, ISO9001, ISO14001, and Goal Deployment (Hoshin Kanri) strategic planning.★ Reduced assembly hours from 600 to 435 on frac pump and 1650 to 1200 on a blender by moving from automotive-style flow line to mixed model cells (decrease in frac pump assembly from 21 to 5 days).★ Drove an 8-figure reduction in inventory levels with the same level of revenue through synchronization of supply chain to the build schedule.

Windsor, Connecticut, Us

Held full P&L accountability. Planned and administered multimillion-dollar budget that carried gross margin target of 32%, operating profit of 21%, and profit-after-tax target of 11%. ★ Generated 9-figure total in new revenues for 2007, surpassing target significantly. Additionally increased operating profit from 8% to 24% in 4.5 years and OTD from 62% in 2006 to 93% in 2010 while reducing Days Working Capital (DWC) from 146 to 58 days in over 24 months in 2008 and 2009.★ Drove significant improvement in employee productivity per year by 6 figures from 2006 to 2010 by instituting Lean Manufacturing, Management by Metrics, and a new management team.Managed multiple plants that required operational and financial turnarounds. ★ Won Employee of the Year in 2007 and special financial award for significant DWC reduction in 2009.