Currently leading Operations for a portfolio of companies owned by Validor Capital

Commercial and Operations P&L leadership of International Wire Group’s HPC division. Two facilities in Inman, SC and Trenton, GA with medical division (Trenton) being sold in 2019. 250 employees. Reported to President/CEO. Championed a narrowed focus for all employees toward aggressive Safety/Quality/Service improvements. Restructured all staff positions for the HR, Quality and Planning functions using VAFA (value added flow analyses). Firmly established DMAIC emphasis of the Quality Management System, reducing internal scrap costs by 25%. Accelerated a $15MM multi-year capital campaign for drawing, plating bunching, stranding processes. Key role in Atlas Holdings acquisition of IWG (2019) and subsequent spin off of medical division in Trenton, GA.

Led the design and manufacture of precision diamond and CBN grinding products used in aircraft and automotive engine component manufacturing industries. Reported to Manufacturing VP Abrasives NA. Accelerated 3-to-1 plant consolidation (<6 mos.) and business relocation while expanding capacity in key areas. Restructured all Staff and Support functions. Reduced FOH 25% while expanding Engineering talent base. Aggressive completion of $5MM capital campaign (<18 months) for plating, machining and metrology processes. 25% CAGR in Sales and Gross Margin since 2013 driven by actions above. 50% reduction in COPQ and improved service performance for key Aerospace customers.

Lead the manufacture and sales of abrasives tools to aerospace equipment manufacturers.

Leader of technology development, product development, and application of industrial power transmission products. Also responsible for contract manufacturing equipment transfers. Reported to Owner/CEO. Developed and launched first new product released in >20 years for the product lines represented. Accelerated the transfer of operations from a customer’s Maysville, KY facility to MPT’s Columbus, IN facility. Authored and presented articles and white papers to remarket products that had not been promoted in >20 years. Restructured Engineering processes to improve reliability and reduce Engineering document errors by 50%. Redesigned and reissued Marketing collateral documents to further promote neglected products.

Commercial and Operations P&L responsibility for the Richmond Gear and Velvet Drive gearing divisions of Regal Beloit. 150 employees in a 175,000 facility with annual Sales of $20MM. Reported to Senior VP. Initiated first ever Lean Six Sigma program at a 45-year-old facility. Productivity up 20% in 3 years. Launched New Product Development and Global Sourcing initiatives yielding new sales and savings. Rigorously completed a 50% turnover of Sales Rep organization in Year 2 – improved overall market penetration. Decreased Safety DART (Days Away, Restricted or Transferred) from 8 to <1 with zero Lost Time Accidents. Slashed scrap costs by 20% and warranty costs by 60%. Improved On time delivery from 65% to 95%. Returned business to profitability in 2009 with orders rates at 60% of 2007 levels on core products.

Operations P&L responsibility and leadership of 600 employees in a 370,000 ft2 facility manufacturing >100,000 medium frame motors per year. Vertically integrated operation including machining, die-casting, stamping, winding, and assembly. Annual Sales of $160MM. Reported to VP Operations. Instituted a global outsourcing strategy resulting in improved delivery, quality and a $2MM cost reduction. Championed the Lean Six Sigma Transformation of a 38-year-old facility. Returned to profitability in <12 months. Reduced DART to <1, zero Lost Time accidents. Improved external quality from >5000 to 700 Defect PPM. Improved Stock Fill Rate from 75% to 95% and on time delivery of custom motors from 65% to 99%. Optimized Year-Over-Year plant profitability from -3.5% to +7.5% - a $12MM annual improvement.

Responsible for the Lean Six Sigma Transformation effort at 14 manufacturing plants and 5 external customers. Led 8 Continuous Improvement professionals. Internal annual savings target of 5% labor and overhead. Established a >$2MM Lean Six Sigma consulting business for Rockwell Automation Power Services. Led overall group savings of $25MM over 2 years at 14 plants through application of Lean principles. Developed a trademarked CI Program including key elements of Lean, Six Sigma and Theory of Constraints. Launched new Product Development Process that included Concurrent Engineering, QFD, DFSS and DFMA. Guided the Lean Six Sigma Transformation of a plant listed in Industry Week’s “10 Best Plants of 2004”.

Responsible for technology development, product development, application assistance, custom design of industrial power transmission products. $60MM annual sales. 16 engineers, drafters, and technicians. Reduced order-processing time from 8 hours to 15 minutes for custom sheaves and sprockets. Redesigned products resulting in a 50% reduction in warranty costs for electric clutches and brakes. Patented designs that reduced motor brake costs, accessed new markets, and increased functionality. Utilized process flow analysis and automation to reduce the engineering budget by 35%. Implemented a unique Stage Gate Product Development Process for use by all Engineering departments.