Provides executive level industrial operations guidance and provides industrial operations management and/or technical expertise on a full time, interim, and/or project basis.

Managed workflow, updated/upgraded and maintained the company's operating infrastructure, and improved company performance, with emphasis on profitability and customer satisfaction. Position suspended after a double impact of the COVID-19 pandemic significantly reduced the company's cash flow.

Start-up formed to manufacture, market, sell, and support in the U.S., high performance thermal energy exchange HVAC equipment—originally developed and used in Asia—for heating and cooling large buildings and building complexes.• Spearheaded development of Blue Thermo’s pilot project concept to demonstrate this equipment's huge HVAC energy savings in the U.S.; authored the technical portion of a winning proposal for a $103K Massachusetts Clean Energy Center pilot project grant*• Prepared the business and operating models; identified and assessed the competition; built staffing, manufacturing launch and ramp-up, and initial marketing plans; and developed a detailed initial five-year operating budget and P&L plan• Developed a strategic business plan for possible outside financing• Established business, government, and academic connections that would help enable a cost effective company launch*Funding limitations and changes in external circumstances—most of which resulted from the 2019 changing state of international commerce—brought this initiative to a halt, causing Blue Thermo Corp. to shut down.

Provided executive level guidance and provided management and/or technical expertise on a full time, interim, and/or project basis. Developed and guided company operations; developed operating plans and budgets; and recruited key personnel. Led development and/or guided implementation of flexible operating strategies, operating policies and procedures, process and system improvement, and quality and expense control efforts to ensure that:* Delivery and quality goals are met.* Administrative systems and infrastructure allow for scalability and the achievement of strategic objectives. Organizations supported include two manufacturers, two mechanical contractors, one start-up, and a large, Asian, high performance HVAC equipment manufacturer (leading to the Blue Thermo role, immediately above).

Small commercial HVAC service provider and systems construction contractor and renewable energy systems developer and installer. Hired to help manage the company and to lead its transformation from a small, non-professionally managed, “tribal knowledge” based organization into a modern, efficient operation. Guided administrative and operational functions; co-supervised financial management; and provided direct sales and marketing support, including negotiating and closing several jobs:• Due to problems with contract renewals and service scheduling, took on oversight of the company’s Preventive Maintenance (PM) program administration, and made changes that improved customer renewal timeliness approximately 75%, increased PM service timeliness by about 80%, reduced misunderstandings of coverage specifics, and reversed the program decline.• Led and managed nearly all aspects of the company’s selection of and move to a new facility, yielding increased office space, a highly functional warehouse / shop, and room for growth, all under a 3 year lease at a first year rent savings of 45% with subsequent years’ savings of 22%.• Spearheaded implementation of ERP work order, purchasing, inventory, and dispatch modules.• Recruited, & managed the hiring process for 2 senior field techs, a utility worker, and 2 key office staff members.• Developed and implemented company’s first 3-year detailed monthly budget, and used it to help guide sales, marketing, staffing, and infrastructure planning. • Established a standard operating procedure (SOP) system; developed and launched a company-wide quality excellence program; authored the company's first Employee Handbook, thus ensuring compliance with federal and state employment requirements.• Developed concept plan and inputs for the customer that led to award of a Massachusetts Clean Energy Center grant to partially fund a municipal renewable thermal energy system, estimated to save between $77K and $86K per year.

$14M developer and manufacturer of high performance, high efficiency, high power-to-size ratio, permanent magnet electric motors, generators, and the electronics to power and control them. Markets included the oil and natural gas production, alternative/renewable energy, marine propulsion, and defense industries; with company equipment installed and operating 24/7 in three of these markets.Guided and directed TeraTorq business strategy, marketing and sales, product customization, manufacturing and fulfillment, and post-production customer support:• Established TeraTorq business unit launch plan, 3-year business model, 2-year staffing map, facility / equipment requirements, new ERP specifications, and initial operating budget and cash flow plan.• Developed a comprehensive PFMEA that so well supported the documentation of the reliability and performance advantages of TeraTorq products-based marine propulsion systems, that these systems were pre-approved for a major international shipping application.• Devised and implemented a process to manage the repair and refurbishment of TeraTorq oilfield drilling motors that were returned for service, reducing average turn-around time by over 52%.• Performed initial pre-sourcing and supplier relationship development for about $1.5 million worth of components for a $14.8 million, short lead-time, oilfield system production program.• Led the cross-functional effort that created the initial existing-facility modification plan necessary for quick reaction production of this $14.8 million oilfield system order; developed a process plan and flow for production of 26 2 megawatt TeraTorq motors, to ensure motor production would be consistent with tight delivery requirements. Note: A significant, unforeseen change of external circumstances eliminated the need for the TeraTorq® business unit (and thus my position) and directly led to the demise of the company.

Provided executive level management and expertise on a full time, interim, and/or project basis to ensure that proper operational controls, administrative and reporting procedures, and people systems were in place to effectively grow client organizations and to ensure financial strength and operating efficiency. Directed operations, hired key personnel, and developed operating budgets and business plans. Assisted in identifying and securing appropriate partners, vendors, markets, and investorsRegular employment:♦︎ Vice President, Operations and Engineering; EarthSource Energy Solutions, Inc.; Brookline, MAConsulting, project, and part-time clients included two established manufacturers and four start-ups. Accomplishments included:• Developed production re-launch plans, involving establishing a partnership with a production engineering and manufacturing source; negotiating, initiating, and directing production-specification engineering effort; and establishing production restart alternatives and options, including timing, quantities, and costing.• Developed and maintained 3 year, month-by-month operating budgets—focusing on P&L and cash flow—for conservative, most-likely, and achievable-aggressive sales projections, including staffing plans, in-house production establishment (to complement and eventually replace contractor production), and facility plans.• Established near- and long-term product enhancement concepts and initial engineering plans.• Significantly enhanced installer training materials and set-up initial installer retraining session.• Developed company strategic operating plans, focusing on agility, revenue growth, and profitability growth.

RIF$40 million, plumbing / HVAC and electrical services and construction contractor, nationally recognized for innovation and excellence, and operating in 4 states. Deliberate industry change 1) because of Gem’s level of innovation and visionary focus and 2) to participate in renewable energy services leadership. • Directed/guided all facets of logistics and supply chain management including, purchasing, warehousing, inventory management, material requirements planning, capacity planning and sourcing, inventory control, fleet management and maintenance, and supply financial planning and management. • Led Gem through a transition from a 90+% outsourced supply system to an internally managed one; reduced inventory by over $100K and supply management costs by about $80K/year. • Developed and deployed several operational improvement initiatives. • Tasked to launch a focused renewable energy systems business; developed the business and operating models, execution plan, and initial sales aids; planned and coordinated technician training and certification; and established an over $210,000 pipeline of initial customers. Work at Gem included full-time regular employment, full-time contract, and part-time contract roles.

Member of the Senior Management Team. Recruited to 1) lead company through major transitions; 2) resolve fundamental profitability, capacity, strategy, and quality issues; 3) manage company’s operations; and 4) build long-term sustainability and performance excellence.Regular executive positions included:♦︎ Vice President, Advanced Tactical Systems USA, (start-up manufacturer), Providence, RI♦︎ Chief Operating Officer, Ceracom, Inc., ($4M R&D company), Chelmsford, MA♦︎ Vice President, Operations and Quality; Dynisco, Inc., ($140M manufacturer), Franklin, MA and Hickory, NC ♦︎ Vice President, Operations; Lee Engineering Co., ($17M manufacturer), Pawtucket, RI♦︎ Vice President, Operations; Mandeville Signs Inc., (manufacturer/installer), Lincoln, RI♦︎ Vice President, Operations; Plasfab Engineered Systems, ($3.4M manufacturer), Warwick, RI♦︎ Vice President, Operations Management, TTI Testron, Inc., ($24M manufacturer), Woonsocket, RINote: Three of these jobs ended with the sale/pending sale of the company and two due to major changes in the company's circumstances.Major consulting, project, and part-time clients included: Acushnet Rubber Co, MA; Citizens Bank, RI; FLEXcon Company, MA.Key actions and accomplishments:• Increased output at Dynisco Extrusion by 24% and profit by over 34% in less than a year via process improvements and coaching/guiding direct reports through Lean methods, agile supply chain management, and quality enhancement.• Increased Lee Engineering’s production capacity by 15% in 2 months and reduced sources of waste, thereby turning a $238K loss into $70K profit in 5 months, reversing 14 months of continuous losses.• Changed Plasfab’s processes from sequential to partially parallel, reducing $450K job cycle time from 16 to 10 weeks, and helping enable 62% growth from prior year• Added over $240K profit to Acushnet Rubber Company’s largest division via a Six Sigma methods / Kaizen-based continuous improvement process.